This report is available only to Outsourcing Excellence members. For information on membership, please contact us The recent years have been volatile for the talent market due to global uncertainty caused by the pandemic and ensuing recession, leading to job cuts, furloughs, and hiring freezes. Additionally, rapid changes in the talent markets are making it difficult to find the right talent with the desired skills at the right price. As talent is an organization’s most vital asset for sustained success and overall stability, it is essential to resolve these challenges: talent acquisition and management must be among the most important considerations for any enterprise. In this dynamically changing landscape, developing agile and robust talent acquisition practices is key to thriving, even in times of economic uncertainty and volatility. To identify the best recruiting strategies, we recently conducted a survey to understand the capability maturity and outcomes of enterprises’ Talent Acquisition (TA) programs and identified Pinnacle Enterprises™, which are the best-in-class companies in the space. The journeys of these companies provide insights into how effectively enterprises can leverage their TA programs to achieve desired outcomes. Whether companies want to make incremental changes or achieve major transformations, Pinnacle Enterprises™ exemplify the way to success. Scope All industries and geographies Contents In this report, we: Study differentiators of Pinnacle Enterprises™ Examine key implications for enterprises Accelerate enterprises’ talent acquisition journeys Assess capability maturity Evaluate outcomes

This report is available only to Outsourcing Excellence members. For information on membership, please contact us Some procurement functions have managed IT sourcing-associated opportunities and risks better than others, developing differentiated capabilities to derive superior outcomes. Everest Group identifies these Pinnacle Enterprises by comparing IT sourcing capabilities across enterprises using its proprietary Pinnacle Model® methodology. This report provides insights into the capabilities and outcomes of Pinnacle Enterprises as they help CPOs and procurement professionals understand what best-in-class means in IT sourcing. Scope: All industries and geographies Categories: IT hardware, software, and services The assessment is based on Everest Group’s Pinnacle Model® research – a framework to identify Pinnacle Enterprises, companies that are achieving superior business outcomes because of their IT sourcing capabilities Contents: This report features: Differentiators for Pinnacle Enterprises Key success factors for sourcing organizations Ways in which enterprises can accelerate their IT sourcing journeys An assessment of IT sourcing capability maturity

This report is available only to Outsourcing Excellence members. For information on membership, please contact us Automation has become a strategic priority for enterprises today. While Robotic Process Automation (RPA) has captured the attention of many organizations, there is a distinct shift among forward-looking enterprises to Intelligent Automation (IA) to expand the scope and scale of their automation initiatives. However, most enterprises that have begun adopting IA are struggling to identify the best way to fast-track its adoption organization-wide and maximize its benefits. Some best-in-class enterprises have identified the right approach to manage such initiatives, developing a combination of advanced and differentiated capabilities to derive superior business outcomes. These enterprises leverage a combination of IA technologies and follow a different approach to transform processes and scale. Everest Group identifies these Pinnacle Enterprises by comparing IA adoption maturity across enterprises using its proprietary Pinnacle Model® methodology. To identify Pinnacle Enterprises, we examined five capability areas for 55 participating enterprises – vision and strategy, implementation, organization structure, technology, and talent management – and three types of outcomes – cost impact, operational impact, and business impact. Scope: All industries and geographies Contents: This report examines: Differentiators for Pinnacle Enterprises Key implications for enterprises How to accelerate your intelligent automation journey An assessment of capability maturity An assessment of outcomes

This report is available only to IT Talent Excellence members. For information on membership, please contact us The demand-supply gap for next-generation IT services skills has been a huge talking point for enterprises over the past few years. It is evident that the persistent skills shortage has only been exacerbated by an increasing digital transformation spend and pent-up business demand following the pandemic. Despite enterprises using known offensive (attraction) and defensive (retention) tactics, there is a demand-supply gap for critical roles in cloud, data, automation, agile, and security across regions. Compensation corrections and counter offers, bonuses, flexible location options, or job rotations are keeping companies in the talent race, but more ingenious measures are needed. Enterprises require a holistic strategy to attract the required talent and engage and retain existing employees to win the IT talent war. Everest Group conducted an extensive study to identify best-in-class or Pinnacle IT workforce development strategies at leading global organizations to analyze the current and future approaches to IT workforce development and the evolution of investment themes and implementation practices across the IT workforce life cycle, which can yield better business outcomes for enterprises.

This Pinnacle Model® is available only to GBS/ Shared Services Excellence members. For information on membership, please contact us Before COVID-19, organizations were already struggling with future-proofing their talent models due to new digital technologies, rising consumer expectations, increasing demand for analytics, and rapidly transforming business models. COVID-19 exacerbated the need to be future-ready in light of changing employee preferences and aspirations. In this new scenario and amid increasing talent mobility, realigning employee skills to emerging business needs and future opportunities is the only viable way for enterprises to attain the necessary skill base to remain competitive. Many organizations have been undertaking focused skilling efforts to future-proof their talent models. However, there is limited understanding of what factors create an effective and scaled skilling program. In this study, we demonstrate how a few best-in-class or Pinnacle GBS firms have been able to drive better outcomes by honing their skilling capabilities. Whether they make incremental changes or achieve major transformation, Pinnacle GBS firms exemplify the way to success. Scope In this research, we analyze the skilling approaches of 40 GBS organizations across five key capability areas (vision & strategy, team structure & composition, program design, execution & engagement, and infrastructure & investment) and three types of outcomes (cost, operational, and business) All industries and geographies Contents In this report, we: Study the differentiators for Pinnacle GBS firms Examine the key implications for GBS organizations Assess the capability maturity of GBS organizations Assess skilling outcomes and impact created

This report is available only to Outsourcing Excellence members. For information on membership, please contact us Organizations classify their supply base into multiple levels to drive their supplier relationship management strategies, with the top tier of suppliers comprising those with the most strategic role in business success and on top of the priority pyramid based on their capabilities, size, spend, and revenue impact. Strategic suppliers are fundamental to generate savings, manage risks, and create a requisitioner channel strategy, thereby creating a positive internal user experience. The end goal of a robust supplier management strategy is to allocate resources to the most strategic suppliers . A few best-in-class or Pinnacle Enterprises™ have been able to drive better outcomes by honing their strategic supplier management capabilities – including costs, operations, and overall business and strategic impact. Whether they make incremental changes or achieve major transformation, Pinnacle Enterprises™ exemplify the way to success. This report provides insights into Pinnacle Enterprises’ capabilities and outcomes achieved to help CPOs, vendor management leaders, and procurement professionals understand what best-in-class means in strategic supplier management. Scope Domain: strategic supplier management All industries and geographies Content In this report, we focus on: Study the differentiators for Pinnacle Enterprises™ Examine the key implications for enterprises Assess outcomes driven by strategic supplier management Assess capability maturity across supply base stratification, governance, technology, performance management, risk management, and innovation

This report is available only to Outsourcing Excellence members. For information on membership or purchase, please contact us The procurement function is at various stages in its services sourcing journey – many organizations have robust capabilities in domains such as category management, information and analytics, stakeholder alignment, talent management, and technology enablement. A few best-in-class or Pinnacle Enterprises™ have been able to drive better outcomes by honing these capabilities – including cost, operational, and overall business and strategic impact. The journeys of these companies provide insights into how effectively enterprises can improve their services sourcing practices to achieve desired outcomes. As procurement organizations become strategic partners / trusted advisors aligned with their organizational goals and objectives, leaders are tasked with maximizing business value and minimizing the total cost of ownership when sourcing and acquiring goods and services. Whether they want to make incremental changes or achieve major transformation, Pinnacle Enterprises™ exemplify the way to success. This report provides insights into the capabilities and outcomes achieved by Pinnacle Enterprises to help CPOs and procurement professionals understand what best-in-class means in services sourcing. Scope All industries and geographies Categories: indirect services categories including IT and telecom, engineering and industry-specific services, contingent workforce, professional services, facilities, Business Process Outsourcing (BPO), HR, marketing and sales, and legal services Contents In this research, we study the following topics: Differentiators for Pinnacle Enterprises™ Key implications for enterprises How to accelerate your services sourcing journey An assessment of outcomes An assessment of capability maturity

This report is available only to Outsourcing Excellence members. For information on membership or purchase, please contact us Contingent Workforce Management (CWM) is a relatively mature area, and most enterprises are currently struggling to achieve benefits beyond cost savings from their CWM programs. A few best-in-class enterprises have been able to derive better outcomes – including overall business and strategic impact. We recently conducted a survey to understand the capability maturity and outcomes of enterprises’ contingent workforce programs and identified Pinnacle Enterprises™, or best-in-class companies in the space. The journeys of these companies provide insights into how effectively enterprises can leverage their contingent workforce programs to achieve desired outcomes. Whether companies want to make incremental changes or achieve major transformations, Pinnacle Enterprises exemplify the way to success. Scope We have assessed 68 global enterprises of varying sizes from diverse industries possessing an active contingent workforce program. Contents In this research, we study the following topics: Differentiators for Pinnacle Enterprises™ Key implications for enterprises How to accelerate your intelligent automation journey An assessment of capability maturity An assessment of outcomes

This report is available only to GICs & Shared Services members. For information on membership, please contact us Innovation is no longer a buzz word. Technological disruptions have made it more important than ever for organizations to be future-ready by building a culture of innovation. To accelerate their journeys and complement their efforts to build truly disruptive innovative capabilities, leading enterprises are leveraging their Global Business Services (GBS) centers / Shared Services Centers (SSCs) / Global In-house Centers (GICs) / Global Capability Centers (GCCs). This research identifies and reveals what Pinnacle, best-in-class, GBS centers/SSCs/GICs/GCCs are doing differently in this space, including differentiated capabilities the Pinnacle GBS centers have built to support/drive enterprises’ innovation agenda, practices adopted by Pinnacle GBS centers to enable this transformation and overcome any operational challenge, and superior innovation outcomes delivered by Pinnacle GBS centers. Scope In this research, to identify Pinnacle performance with respect to innovation adoption, we analyze the innovation journey of 51 GBS centers across five key capability areas (vision and strategy, operating model, people/talent capabilities, technology capabilities, and ecosystem collaboration capabilities) and three types of outcomes (cost, operational, and strategic). Industry: Global Services Geography: Global Contents The report includes the following topics: Differentiators for Pinnacle GBS™ centers Busting some prevalent myths in driving innovation from GBS centers Accelerating the innovation journey Assessment of the impact created Assessment of capability maturity Membership(s) Catalyst™

This report is available only to GICs & Shared Services members. For information on membership, please contact us In the past decade or so, Intelligent Automation (IA) has emerged as a tool to achieve operational excellence and process optimization. Robotic Process Automation (RPA) and Artificial Intelligence (AI), which constitute IA, promise to deliver profound business impact, but it is imperative for enterprises to follow the right adoption approach to unlock maximum benefit. Some enterprises have managed IA opportunities and risks better than others, developing a combination of differentiated capabilities to derive superior outcomes. Everest Group identifies these Pinnacle Enterprises™ by comparing IA adoption maturity across enterprises using its proprietary Pinnacle Model™ methodology. To identify the Pinnacle Enterprises, we examined five capability areas for 49 participating enterprises: vision and strategy, implementation, technological capabilities, organization structure, and talent management. We also evaluated three types of outcomes: cost impact, operational impact, and business impact. In particular, we cover the following topics in this report: Differentiators for Pinnacle Enterprises™ Key implications for enterprises How to accelerate your intelligent automation journey An assessment of capability maturity An assessment of outcomes