Finance and Accounting (F&A) teams are expected to do more than ensure compliance – they must now manage a growing array of risks while enhancing resilience and business value. Traditional risk management methods, such as periodic audits and retrospective controls, are no longer sufficient in today’s environment of macroeconomic volatility, digital transaction complexities, and heightened regulatory scrutiny. This Viewpoint introduces Finance Risk Intelligence (FRI) as a dedicated, AI-powered capability designed to embed continuous, predictive, and autonomous risk monitoring across the F&A value chain. FRI represents a distinct evolution in the F&A technology stack. These solutions function as an intelligence layer that integrates with ERP and process execution platforms to ingest financial transaction data, apply layered AI models for anomaly detection, and enable near real-time intervention. The report outlines the FRI architecture, comprising data processing, intelligence, and action layers, and details how enterprises can use FRI for use cases across procure-to-pay, order-to-cash, and record-to-report processes. It also presents the emerging provider landscape and provides practical adoption guidance, including imperatives to align people, processes, and technology.

In the current macroeconomic market, enterprises are shifting their focus from new investments in their workflow automation solutions to optimizing the value of their existing investments. Around 64% of enterprises are dissatisfied with the outcomes of their current investments. This data suggests enterprises must assess their workflow maturity and develop initiatives leveraging third-party providers’ expertise. Fragmented systems, excessive customizations, and misalignment with strategic goals are a few challenges that enterprises face in their value realization journeys. In this report, we present an end-to-end framework for enterprises to assess their current workflow maturity, bridge the value realization gap, and maximize the ROI from workflow platforms. The report offers actionable insights into overcoming key challenges, assessing platform maturity, optimizing value, and leveraging external providers to drive results. Scope All industries and geographies Contents In this report, we examine: Enterprise challenges hindering the workflow platform’s full value realization Workflow maturity framework for enterprises Third-party providers’ role in value realization from workflow automation platform investments Membership(s) Enterprise Platform Services (EPS) Sourcing and Vendor Management

Current cost pressures and the increased need for regulatory compliance to avoid costly penalties from tax authorities have accelerated the adoption of tax outsourcing. Tax outsourcing lowers operating costs for organizations and provides them access to better quality, scalable talent and the ability to transform their tax functions. Organizations are leveraging tax providers’ services through various constructs such as tax advisory, technology support, managed services, and tax CoE setups. In this report, we explore the capabilities of different types of tax providers, such as the Big 4s, tax specialists, and traditional F&A managed services providers. Furthermore, we explore how the convergence of providers’ capabilities will likely characterize the tax service provider landscape’s future, as providers aim to be the jacks of all trades beyond their current primary area(s) of focus. Scope All industries and geographies Contents In this report, we examine: The recent evolution of tax sourcing The engagement between enterprises and tax service providers Tax service provider landscape’s recent evolution and future Memberships Finance and Accounting Sourcing and Vendor Management

Enterprises have increased their expectations from their finance function to have a strategic impact on organizational success, especially amid economic downturns. Encouragingly, many finance teams are already shifting their focus to improve Finance Stakeholder Experience (FinStX) and deliver business value, given its direct influence on important business outcomes such as revenue and growth, profitability and cost management, sustainability, and risk resilience. Consequently, finance organizations are aligning their strategic priorities to enhance various dimensions of FinStX, including accuracy, collaboration and communication, user interface, and access to organizational data and insightful value additions. Notably, they are navigating challenges such as fragmented data landscapes and potential stakeholder misalignment while doing so. Finance organizations are investing in initiatives to elevate their FinStX, particularly in customer-facing activities such as customer-to-cash processes, by prioritizing internal and external customer experience. Together with generative AI, transformative technologies such as automation, AI, and data analytics empower them to aggressively seek improvements in FinStX, often in collaboration with third-party providers. To understand how FinStX can drive organizational value, Everest Group conducted The Role of Experience in Driving Finance Transformation Survey 2023 among over 250 CFOs and their direct reports across multiple geographies and industries. In this report, we share key findings from the survey, including the current state of finance priorities, the importance of FinStX (including customer experience), and the role of third-party providers in improving FinStX. Scope All industries and geographies Contents In this report, we examine: The current state of finance priorities The importance of FinStX (including customer experience) Providers’ role in improving FinStX Membership(s) Finance and Accounting Sourcing and Vendor Management

In response to the changing economic landscape and growing uncertainties, most forward-thinking enterprises are adopting contingent talent as a strategic lever to achieve the required agility, flexibility, and scalability. These enterprises are proactively reshaping their talent acquisition and management strategies to adeptly oversee both contingent and permanent workers. Many companies are slowly transitioning toward Total Talent Management (TTM), where they harness people, processes, and technologies to effectively manage both permanent and contingent workers. Hence, integrating Vendor Management Systems (VMSs) and Human Capital Management (HCM) systems to build a highly interoperable technology ecosystem is emerging as an indispensable requirement for enterprises going forward. In this study, we address enterprise questions related to stakeholder considerations in Contingent Workforce Management (CWM), role of VMS in effective management of contingent workers, and the importance of VMS and HCM integration for TTM. Scope All industries and geographies Contents In this report, we examine the role of VMS not just in enabling efficient CWM but also as a fundamental building block for facilitating TTM by answering the following questions: Why is it important to streamline and manage the contingent workforce effectively? What are the key considerations for different stakeholders in talent management, particularly for contingent talent? How does technology, particularly a VMS, address key stakeholder requirements? What is the role of VMS in enabling TTM? Membership(s) Contingent Workforce Management Services Sourcing and Vendor Management

The war for skilled talent is getting increasingly fierce due to the large talent demand-supply mismatch in the market. In this scenario, the contingent workforce has emerged as a strategic lever for organizations to build an agile, flexible, and scalable talent model. This study examines the strategic importance of the contingent workforce at a time of increasing economic uncertainty. It also touches upon the role of Vendor Management Systems (VMS) as an end-to-end Contingent Workforce Management (CWM) software technology to maximize productivity, reduce compliance risks, and streamline operations. Scope All industries and geographies Contents In this report, we examine the: Importance of talent Strategic importance of contingent workforce during economic uncertainties Role of technology in CWM Membership(s) Contingent Workforce Management Services Recruitment Sourcing and Vendor Management

On October 19, 2022, Beeline, a global extended workforce technology solutions provider, agreed to acquire Utmost, a next-generation extended workforce solutions provider, for an undisclosed amount. The acquisition is expected to accelerate Beeline’s extended workforce platform and digital transformation strategy and enable it to provide innovative solutions and drive greater value to its clients. The acquisition also has the potential to disrupt the Contingent Workforce Management (CWM) and Vendor Management System (VMS) space, with implications for all major market constituents – competitors, enterprises, and Beeline and Utmost. In this viewpoint, we outline the acquisition’s objectives, analyze the key drivers, examine the acquisition’s impact on Beeline and Utmost, and discuss major implications for the broader market. Scope Industry: Recruitment Process Outsourcing (RPO), CWM, and VMS Geography: global Contents In this report, we: Examine Beeline’s acquisition objectives Analyze the key acquisition drivers Study the key implications and outlook for enterprises, service providers, and technology providers Discuss the roadmap ahead Membership(s) Contingent Workforce Management Services Sourcing and Vendor Management

The pandemic-induced economic turmoil and geopolitical disruptions worldwide have exposed significant vulnerabilities in global supply chains. CEOs acknowledge supply chain disruptions as the greatest threat to the growth of their companies and their countries' economies. Although most organizations are taking measures to improve their supply chain agility and resilience by investing in technology solutions, many are struggling to achieve their goals. Leading organizations are leveraging data and analytics to bridge these gaps and enable a more connected, collaborative, cognitive, and sustainable supply chain ecosystem. In this viewpoint, we examine the challenges that organizations face in supply chain management, key gaps in the supply chain technology environment, the leverage of data and analytics as an effective lever in addressing these gaps, and the role of third-party providers in maximizing the potential of data & analytics for organizations. Scope All industries and geographies Contents In this viewpoint, we study the role of data & analytics in supply chain management and examine: The challenges that organizations face in supply chain management Key gaps in the supply chain technology environment How data and analytics can be an effective lever in addressing these gaps Prioritization of use cases The role of third-party providers in maximizing the potential of data & analytics for organizations Membership(s) Procurement and Supply Chain Sourcing and Vendor Management

Enterprises recovering from the pandemic are experiencing unprecedented talent challenges, including an acute talent shortage, increasing resignations, and rising salaries. In this scenario, the contingent workforce is emerging as an important strategic lever for organizations to build an agile, flexible, and scalable talent model. However, this new work model comes with its own problems. Hence, the adoption of this model needs to be accompanied by a rigorous business-wide strategy in the form of a dedicated Contingent Workforce Management (CWM) program that manages all extended workers. The role of technology, especially Vendor Management Systems (VMS), is vital in CWM and paves the way to achieve total talent management. The evolving VMS landscape can offer the required capabilities for organizations to maximize productivity, reduce compliance risks, and streamline operations. This study examines the strategic importance of the contingent workforce and the role of VMS in CWM. It helps enterprises understand the benefits of VMS as an end-to-end CWM software and recommends a phased approach to implement and scale up VMS solutions in organizations. Scope All industries and geographies Contents In this report, we examine the: Strategic importance of CWM Role of technology in CWM Evolution of VMS as an end-to-end CWM software Enterprise adoption of VMS for CWM programs Membership(s) Contingent Workforce Management Services Sourcing and Vendor Management

The vital role of finance processes in organizational performance has made finance leaders attentive to the dynamic business environment and how it impacts financial performance. In the past two years, CFOs have worked hard to support their organizations’ short-term survival, while taking advantage of large-scale disruptions to drive the changes necessary to gain long-term competitive advantage. To understand how CFOs’ roles and business imperatives are evolving, Everest Group conducted the Global CFO Survey 2022, whose findings we lay out in this report. Scope Industries including insurance, CPG & retail, hi-tech & technology, life sciences, manufacturing, airlines, and hospitality Geographies including North America, UK & Europe, Asia Pacific, and the Middle East and Africa Source: Global CFO Survey 2022, in which more than 300 CFOs and their direct reports participated Contents In this study, we share key findings and insights from the Global CFO Survey 2022, including: The current state of finance priorities Key organizational and transformational initiatives that CFOs have undertaken in the recent past The building blocks for enabling change in the F&A function Membership(s) Finance and Accounting Sourcing and Vendor Management