Background and Context The global sourcing market witnessed rapid growth in 2014 and reached ~US$150 billion. While the buyers leveraged various sourcing models to meet their sourcing objectives, the in-house model continued to be an integral component of this evolution. The success of the Global in-house Center (GIC) model in India and Philippines has led buyers to explore other locations. While both these countries continue to lead the GIC activity, companies also established GICs in other parts of Asia, Central and Eastern Europe (CEE), Latin America, and Middle East and Africa (MEA). Besides diversifying geographically, the GIC model has also been adopted across various verticals and functions. Scope This research leverages Everest Group’s proprietary GIC database, the industry’s most comprehensive database on GICs. The analysis is based on GICs providing offshore delivery of global services and excludes shared service centers that serve domestic operations. Data from the GIC database and Everest Group’s experience in the GIC segment has been supplemented by interactions with people in GICs on key themes of the study This report is relevant to a broad set of stakeholders – buyers/parent organizations, service providers, GICs, and industry influencers (investors, industry bodies, etc.) Contents This report provides an in-depth analysis of the GIC landscape and trends. It covers market size, growth, and distribution of GICs by buyer portfolio, scale, functions supported, and offshore delivery locations. The research also provides an overview of the trends witnessed in the overall GIC landscape in 2014. This has been compared with the GIC activity in the last two years, to bring forth key areas of differences. It also analyzes the GIC market across key offshore delivery locations, industry verticals, and functions: The location section covers GIC activity across India, Rest of Asia, CEE, Latin America, and MEA. The subsection focuses on activity in the established as well as emerging delivery locations covering the GIC market size, number of new set-ups, and key cities in these locations The industry and function section analyzes the GIC market across key industry verticals (banking, financial services, and insurance; energy and utilities; healthcare; manufacturing, distribution, and retail; technology; and telecom) and functions (business process – finance and accounting, human resource, supply chain, industry-specific processes, analytics, and customer care; information technology – application development & maintenance and infrastructure; and research & development / engineering) The study concludes with an assessment of the hybrid sourcing constructs, including assisted/virtual GIC, Joint Venture (JV), and Build Operate Transfer (BOT).

Background and Context The global sourcing market continued to evolve and grow rapidly in 2015 to cross US$160 billion mark. While buyers leveraged different sourcing models as per their objectives and requirements, the GIC model continued to be an integral component of this evolution. The success of the GIC model in India and Philippines led buyers to explore its application in other locations. While both these countries continue to lead GIC activity, companies also established GICs in other parts of Asia, Central & Eastern Europe (CEE), Latin America, and Middle East & Africa (MEA). The CEE region is becoming a preferred delivery location for GICs. Besides the geographic diversification, the GIC market also expanded across verticals and functions. Scope This research leverages Everest Group’s proprietary GIC database, the industry’s most comprehensive database on GICs. The analysis is based on GICs providing offshore delivery of global services and excludes shared service centers that serve domestic operations. Data from the GIC database and Everest Group’s experience in the GIC segment has been supplemented by interactions with people in GICs on key themes of the study This report is relevant to a broad set of stakeholders – buyers/parent organizations, service providers, GICs, and industry influencers (investors, industry bodies, etc.) Contents This report provides an in-depth analysis of the GIC landscape and trends. It covers market size, growth, and distribution of GICs by buyer portfolio, scale, functions supported, and offshore delivery locations. The research also provides an overview of the trends witnessed in the overall GIC landscape in 2015. This has been compared with the GIC activity for the previous two years, to bring forth key areas of differences. It also analyzes the GIC market across key offshore delivery locations, industry verticals, and functions: The location section covers GIC activity across India, Rest of Asia, CEE, Latin America, and MEA. The subsection focuses on activity in the established as well as emerging delivery locations covering the GIC market size, number of new setups, and key cities in these locations The industry and function section analyzes the GIC market across key industry verticals (banking, financial services, and insurance; energy and utilities; healthcare; manufacturing, distribution, and retail; technology; and telecom) and functions (business process – finance and accounting, human resource, supply chain, industry-specific processes, analytics, and customer care; information technology – application development & maintenance and infrastructure; and research & development / engineering) The study concludes with an assessment of the best practices for GICs to leverage start-ups to drive innovation agenda for the parent enterprise.

The global sourcing market continued to evolve and grow rapidly in 2016 to cross US$175 billion. While buyers leveraged different sourcing models as per their objectives and requirements, the GIC model continued to be an integral component of this evolution. The success of the GIC model in India, Poland, and the Philippines led buyers to explore its application in other locations. While these countries continue to lead GIC activity, companies also established GICs in other parts of Asia, Central & Eastern Europe (CEE), Rest of Nearshore Europe (RONE) (which includes Ireland, Norther Ireland, Scotland, and Portugal), Latin America, and Middle East & Africa (MEA). Besides the geographic diversification, the GIC market also expanded across verticals and functions. Scope This research leverages Everest Group’s proprietary GIC database, the industry’s most comprehensive database on GICs. The analysis is based on GICs providing offshore delivery of global services and excludes shared service centers that serve domestic operations. Data from the GIC database and Everest Group’s experience in the GIC segment has been supplemented by knowledge on key themes of the study, sourced through interactions with people working in GICs This report is relevant to a broad set of stakeholders — buyers / parent organizations, service providers, GICs, and industry influencers (investors, industry bodies, etc.) Content This report provides an in-depth analysis of the GIC landscape and trends. It covers market size, growth, and distribution of GICs by buyer portfolio, scale, functions supported, and offshore delivery locations. The research also provides an overview of the trends witnessed in the overall GIC landscape in 2016. This has been compared with GIC activity for the previous two years, to bring forth key areas of differences. It also analyzes the GIC market across key offshore delivery locations, industry verticals, and functions: The location section covers GIC activity across India, Rest of Asia, CEE, RONE, Latin America, and MEA. The subsection focuses on activity in the established as well as emerging delivery locations covering the GIC market size, number of new setups, and key cities in these locations The industry and function section analyzes the GIC market across key industry verticals — Banking, Financial Services, & Insurance (BFSI); Energy & Utilities (E&U); healthcare; manufacturing; retail & Consumer Packaged Goods (CPG); and technology & communication, and functions (business process – finance and accounting, human resource, supply chain, industry-specific processes, analytics, and customer care; information technology – application development & maintenance and infrastructure; and research & development / engineering The study concludes with an assessment of the likely impact of President Trump’s job protection policies on the GIC model and its implications for enterprises. Membership (s) Catalyst

The global sourcing market continued to evolve and grow rapidly in 2017 to cross US$185 billion. While buyers leveraged different sourcing models as per their objectives and requirements, the GIC model continued to be an integral component of this evolution. The success of the GIC model in India, Poland, and the Philippines led buyers to explore its application in other locations. While these countries continue to lead GIC activity, companies also established GICs in other parts of Asia, Central & Eastern Europe (CEE), Rest of Nearshore Europe (RONE) (which includes Ireland, Norther Ireland, Scotland, and Portugal), Latin America, and Middle East & Africa (MEA). Besides the geographic diversification, the GIC market also expanded across verticals and functions. Scope This research leverages Everest Group’s proprietary GIC database, the industry’s most comprehensive database on GICs. The analysis is based on GICs providing offshore delivery of global services and excludes shared service centers that serve domestic operations. Data from the GIC database and Everest Group’s experience in the GIC segment has been supplemented by additional knowledge on key themes of the study, sourced through interactions with people working in GICs This report is relevant to a broad set of stakeholders — buyers / parent organizations, service providers, GICs, and industry influencers (investors, industry bodies, etc.) Content This report provides an in-depth analysis of the GIC landscape and trends. It covers market size, growth, and distribution of GICs by buyer portfolio, scale, functions supported, and offshore delivery locations. The research also provides an overview of the trends witnessed in the overall GIC landscape in 2017. This has been compared with GIC activity for the previous two years, to bring forth key areas of differences. It also analyzes the GIC market across key offshore delivery locations, industry verticals, and functions: The location section covers GIC activity across India, Rest of Asia, Central & Eastern Europe (CEE), Rest of Nearshore Europe (RONE), Latin America, and Middle East & Africa. The subsection focuses on activity in the established as well as emerging delivery locations covering the GIC market size, number of new setups, and key cities in these locations The industry and function section analyzes the GIC market across key industry verticals — Banking, Financial Services, & Insurance (BFSI); Energy & Utilities (E&U); healthcare; manufacturing; retail & Consumer Packaged Goods (CPG); and technology & communication, and functions (business process – finance and accounting, human resource, supply chain, industry-specific processes, analytics, and customer care; information technology — application development & maintenance and infrastructure; and research & development / engineering) The study concludes with an assessment of the role played by GICs to drive innovation for the enterprises (including enabling factors and case examples). Membership (s) Catalyst

The GIC Setup Guide is available only to Strategic Outsourcing & Vendor Management and GIC & Shared Services members. For information on membership, please contact us As companies look to join the Do-It-Yourself (DIY) bandwagon through the Global In-house Center (GIC) model, a range of elements need to be considered to optimize the time and effort that goes into setting up a GIC and to achieve the desired objectives. Successful enterprises adopt an intentional approach to setting up the GIC, as they think long-term and articulate the role of the GIC and their business impact. During the implementation, enterprises evaluate different setup options available, assess the financial impact, and key risks inherent within each option. This document provides a summary of the key asks that every enterprise needs to think through before embarking on the journey of setting up a new GIC. These include: Understanding the potential of insourcing and the extent of market adoption Articulating the business objectives, the role that your GIC is likely to play, and the business impact that is expected to be delivered Defining the nature and complexity of services to be delivered by the GIC Evaluating different setup options (e.g., location, talent model, and commercial & legal options) and corresponding pros and cons Assessing the financial impact of setting up and operating a GIC Preparing the implementation blueprint (e.g., timeline, sequencing of activities, vendor selection & coordination, and operating & governance model) The document further illustrates select aspects of a new GIC setup in India including prevalent commercial setup options (e.g., SEZ) and pros and cons of setting up as a Limited Liability Partnership (LLP) vs. Wholly-Owned Subsidiary (WOS), and typical setup timeline for a de novo GIC.

This report is available only to GICs & Shared Services (GIC/SS) members. For information on membership, please contact usBusiness needs of global organizations are evolving, and so are their Global In-house Centers (GICs) or Shared Services Centers (SSCs). Having established mature capabilities for back-office and middle-office services over the last two decades, GICs/SSCs are now stepping up to focus on delivering value beyond arbitrage. This includes higher focus on driving revenue impact, improving end-customer experience, developing global leaders, supporting innovation, and new product development, among other things. In this journey, GICs/SSCs are intentionally increasing cross-functional collaboration among different teams within the GIC/SSC to make the most of their internal capabilities and work in an agile, more efficient manner, to deliver better business outcomes. In this document, you will find answers to the following questions: Why adopt cross-functional collaboration in GICs/SSCs? How will my GIC/SSC benefit from cross-functional collaboration? What are the different types of cross-functional collaboration? How are GICs/SSCs approaching cross-functional collaboration? What’s the current adoption level? (including case studies) Which are the areas where I can benefit from this? How do I prioritize where to implement first? What are the key enablers for success adoption? What are the best practices?

On January 31, Everest Group hosted a webinar titled, “Is Your Shared Services Strategy Future Ready? 5 Differentiating Talent Capabilities.” Findings and insights discussed: How does your approach to Shared Services (or Global In-house Center) talent create cost, operational, and strategic impact? How do best-in-class GICs acquire talent with niche skills? What supporting programs must you have to develop and retain top talent? How are GICs enhancing their employee value propositions? The bottom line: what is the actual impact of various talent initiatives? As the accelerating pace of technology disruption impacts every area of the business it’s vital for in-house delivery centers to get their talent strategies right. Some delivery centers are ahead of the curve, adapting with these changes and even assisting their parent organizations to adjust to the changing talent model. This webinar will help senior enterprise executives to understand how different elements of their talent strategy can enhance their delivery centers’ future readiness.

This report is available only to GICs & Shared Services (GIC/SS) members. For information on membership, please contact usBusiness needs of global organizations are evolving, and so are their Global In-house Centers (GICs) or Shared Services Centers (SSCs). Having established mature capabilities for back-office and middle-office services over the last two decades, GICs/SSCs are now stepping up to focus on delivering business impact beyond arbitrage. This includes higher focus on driving revenue impact, improving end-customer experience, developing global leaders, supporting innovation, and new product development, among other things. In this journey, GICs/SSCs are intentionally focusing on evolving the role they play in organizational initiatives and looking to drive end-to-end ownership for various projects, capabilities, and COEs. In this document you will find: An explanation of why adoption of ownership is critical in GICs/SSCs Descriptions of types of global ownership in GICs/SSCs Case studies highlighting various approaches, current adoption levels, key drivers and benefits, and enablers for successful adoption of global ownership Membership(s) Accelerators

On May 21, Everest Group held a webinar titled, “How Enterprises Are Leveraging Data & Analytics to Deliver 2X More Value from Their Shared Services Centers.” As technology adoption increases exponentially, organizations are challenged by the proliferation of data that the technology generates. Increasingly, Shared Services / Global In-house Centers (GICs) are leading their organizations’ efforts to tame data and derive key insights from it. Based on our recent Pinnacle Model research on data & analytics maturity in SSCs/GICs, this webinar will show executives how they can build capabilities in their SSCs/GICs to turn this challenge into a strategic asset, generating value and enhancing service delivery. In this fast-paced session, we’ll answer the following: What roles do best-in-class GICs play in global data & analytics programs? How do best-in-class GICs attract and retain talent with relevant skills for data & analytics? What supporting programs have they developed to support these efforts? How are best-in-class GICs funding these initiatives? How are best-in-class GICs addressing associated technology challenges that impact their data & analytics teams? What actual cost savings and operational and strategic impacts are GICs creating for their parent organizations through data & analytics leverage?

The global sourcing market continued to evolve and grow rapidly in 2018, to cross US$196 billion. While global enterprises leverage different sourcing models to suit their objectives and requirements, Global In-house Centers (GICs) continue to be an integral component of the sourcing model, accounting for ~25% of the global services market. The success of the GIC model in India, Ireland, Poland, the Philippines, and China has led buyers to explore its application in other locations. While these countries continue to lead GIC activity, companies also established GICs in other parts of Asia, Central & Eastern Europe (CEE), Rest of Nearshore Europe (RONE) (which includes Ireland, Norther Ireland, Scotland, and Portugal), Latin America, and Middle East & Africa (MEA). Besides the geographic diversification, the GIC market also expanded across verticals and functions. Scope This research leverages Everest Group’s proprietary GIC database, the industry’s most comprehensive database on GICs. The analysis is based on the GICs that provide offshore delivery of global services and excludes shared service centers that serve domestic operations. Data from the GIC database and Everest Group’s experience in the GIC segment has been supplemented by knowledge on key themes of the study, sourced through interactions with people working in GICs This report is relevant to a broad set of stakeholders — buyers / parent organizations, service providers, GICs, and industry influencers (investors, industry bodies, etc.) Contents This report provides an in-depth analysis of the GIC landscape and trends. It covers market size, growth, and distribution of GICs by buyer portfolio, scale, functions supported, and offshore delivery locations. The research also provides an overview of the trends witnessed in the overall GIC landscape in 2018. These have been compared with the GIC activity for the previous two years, to bring forth key areas of differences. It also analyzes the GIC market across key offshore delivery locations, industry verticals, and functions: The location section covers GIC activity across India, Rest of Asia, Central & Eastern Europe (CEE), Rest of Nearshore Europe (RONE), Latin America, and Middle East & Africa. The subsection focuses on activity in the established as well as emerging delivery locations covering the GIC market size, number of new setups, and key cities in these locations The industry and function section analyzes the GIC market across key industry verticals — Banking, Financial Services, & Insurance (BFSI); Energy & Utilities (E&U); healthcare; manufacturing; retail & Consumer Packaged Goods (CPG); and technology & communication, and functions — business process – finance and accounting, human resource, supply chain, industry-specific processes, analytics, and customer care; information technology – application development & maintenance and infrastructure; and research & development / engineering The study concludes with a deep dive into the increasing insourcing of IT services delivery in GICs (including driving factors and case examples). Membership(s) Catalyst™