Enterprises are increasingly turning to Order Management System (OMS) platforms to manage rising omnichannel commerce complexities. This report explores how modern OMS solutions have evolved from transactional tools into strategic orchestration engines, enabling enterprises to handle dynamic fulfillment, manage inventory visibility, and deliver consistent customer experiences across physical and digital touchpoints. The study highlights how OMS is becoming a critical agility, customer satisfaction, and operational efficiency enabler, especially in response to surging demand across B2B, D2C, and marketplace channels. Key market trends include the shift toward cloud-native, API-first architectures and AI integration for intelligent promise management, order routing, and proactive issue resolution. As OMS platforms increasingly embed sustainability metrics into fulfillment logic, ESG compliance is also gaining prominence. However, enterprises continue to face challenges in scalability, legacy integration, and order orchestration. The report outlines these challenges and provides insights into the future direction of OMS platforms, including composable architectures, autonomous order handling, and agentic AI adoption.

Generative AI (GAI) technology has been around for nearly half a century. But recent developments in the maturity of AI models, faster computation power of systems, and availability of high-quality training data are redefining the technology in 2023. While tech giants like Microsoft, Google, and Meta fight to dominate the GAI landscape, leading experience providers like Adobe, Salesforce, and Oracle are entering the market with significant investments. In this webinar, Everest Group’s experts highlighted the use cases and potential of GAI technology in crafting experiences, its limitations and risks in terms of full-fledged commercial adoption, and the industry’s predicted response. Our speakers discussed: How can enterprises leverage GAI to unlock business value, and what are the current use cases? What is the role of GAI in experience design? What challenges in the experience ecosystem is GAI helping to address? What is the future potential of GAI technology? How can service providers and enterprises leverage GAI for enhanced efficiency and productivity?

The global macroeconomic environment has experienced considerable ups and downs. Europe and the UK and Ireland (UK&I ), in particular, are facing the trifecta of uncertain economic growth: high inflation, geopolitical tensions, and talent tightness – and these are just a few of the disruptions hitting the region. Our European expert panelists discussed how a comprehensive approach focusing on technology, business process, locations strategy, and future operating models can help your organization navigate this crisis. The panelists shared emerging best practices from leading organizations that are accelerating through the economic disruption and shared guidance on how to plan for the future of sourcing.

When Vishal Sikka announced his decision to step down from the post of CEO and MD of Infosys on August 18, 2017, it marked the latest link (though likely not the last one) in the chain of events set off post the acquisition of Panaya, an automation technology company. Infosys was staring down a barrel in 2013, as it appeared to have given up its industry bellwether tag, missing guidance for many quarters, and was looking beyond its famed promoters for succor. It found in Sikka just the kind of visionary “non-promoter” leader who would give this company a fresh strategy and steer it in this decade and beyond. The investors, founders, and employees were all equally excited. However, less than a year later, issues were raised internally about corporate governance related to the acquisition of Panaya (February 2015). NRN Murthy, one of the promoters, took up these issues with characteristic activism, which finally led to Sikka putting in his papers last Friday. While the unsavory details related to the conflict between Infosys’ board and promoters have hogged the limelight, what is missing in the media discourse is a factual report card of Sikka’s performance. This is what this analysis aims to accomplish. This viewpoint brings into perspective the following: Change of guard: Comparison of the “promoter-led” strategy (2010-2014) with the “Sikka-led” strategy (2014-2017) The Sikka report card: What worked and what did not under its first non-promoter non-founder CEO How it matters: Implications for customers and competitors Membership(s) Application Services Banking and Financial Services (BFS) - Business Process Outsourcing (BPO) Banking, Financial Services & Insurance (BFSI) - Information Technology Outsourcing (ITO) Catalyst Cloud & Infrastructure Services Contact Center Outsourcing Insurance - Business Process Outsourcing (BPO) Digital Services Finance & Accounting Outsourcing Healthcare & Life Sciences Business Process Outsourcing Healthcare & Life Sciences IT Outsourcing Human Resources Outsourcing (HRO) Insurance - Business Process Outsourcing (BPO) Locations Insider™ Managed Service Provider Market Vista Procurement Outsourcing Recruitment Process Outsourcing