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  • Webinar

    Sep. 17, 2015
    The business community has gone from “it’s nice to have some numbers to back up decisions” to analytics as a must-have component of corporate strategy. The global analytics Business Process Services (BPS) market crossed US$3 billion in revenue in 2014, and it’s growing at 35%. Not surprisingly, this has spawned highly specialized analytics-focused providers and pushed traditional BPO providers to augment their analytics capabilities significantly. In this one-hour webinar, we discussed, from a buyer’s and provider’s perspective, the following questions: What is the state of the global analytics BPS market and where is the market headed? What type of analytics BPS solutions have witnessed high adoption? How will they change in the future? Who are the major service providers in the analytics BPS arena and where do each stand in this intensely competitive market? What are the emerging disruptive forces that will shape the analytics market over the next few years? This is the deck used during the presentation. Listen to a recording of this webinar.
  • Thematic Report

    March 29, 2016
    On March 29, Everest Group hosted a one-hour webinar where our experts discussed: What are the key factors impacting global sourcing in Latin America? How do different delivery locations in the region stack up against each other and globally? What are the future market trends from demand and supply perspective? This is the deck used during the presentation. Listen to a recording of this webinar.
  • Thematic Report

    May 06, 2016
    Executive Summary The next-generation of global business process services is being ushered in by drivers that extend beyond traditional metrics such as cost arbitrage. The primary ask of the buyers is now centered on driving business outcomes which are hard to achieve if not clearly defined, contracted for, and executed in that spirit. As a result the traditional lift-and-shift outsourcing is becoming redundant and paving way for the emergence of Outcome-Driven Business Process Services (ODBPS) model.   Such changes have acutely affected the broader supply chain arena, which is now witnessing a second awakening with the emergence of an ODBPS model for aftersales services. Such an approach will gear the value proposition of aftersales services towards driving business outcomes, similar to what Procurement Outsourcing (PO) has achieved today, but differentiated by an even faster pace of evolution. What is this evolution, why is it happening, what are its drivers, and how can aftersales organizations drive business outcomes though a strategic services alliance, are some of the questions that this research seeks to explore.
  • Viewpoint

    July 07, 2016
    As we noted in part one Unlocking Next-Generation Value through Technology-Embedded Business Process Services | Part 1 The What and Why of this two-part report, the global business environment is experiencing major shifts as a result of combined economic, demographic, regulatory, and technological changes. Business Process Services (BPS) is caught up in the mix as these shifts disrupt existing business models and create new ones. Organizations expect their BPS initiatives to result in greater agility and speed, as well as to drive business outcomes, all on top of the traditional operational cost savings and efficiency. Technology is both a catalyst and an enabler of this BPS evolution. As organizations explore ways to effectively leverage and embed technology in their BPS initiatives, there are three imperatives they must understand: The technology spectrum available and the benefits of creating a technology-embedded BPS model The way technology needs to fit into their overall BPS design and lifecycle, anchored in business outcomes The best practices to implement these technologies This research focuses on the second and third areas – how technology fits into the overall BPS design and how best to implement technology. (Please see part one of this report, Unlocking Next-Generation Value through Technology-Embedded Business Process Services | Part 1 The What and Why, for details on the available technologies and the benefits of creating a technology-embedded BPS model) This research: Provides a holistic and structured approach for buyers to capture this value Identifies best-practices for buyers that embark on this journey Builds upon the base established in the first report, Unlocking Next-Generation Value through Technology-Embedded Business Process Services | Part 1 The What and Why
  • Viewpoint

    July 07, 2016
    The global business environment is undergoing fundamental shifts driven by economic, demographic, regulatory, and technological changes. These shifts are disrupting existing business models and creating new ones, and Business Process Services (BPS) is no exception. From a traditional focus on operational cost savings and efficiency, organizations increasingly seek added value – driving agility, speed, and better business outcomes through their BPS initiatives. Technology has emerged as a catalyst and an enabler of this evolution within BPS. As organizations explore ways to effectively leverage and embed technology in their BPS initiatives, it is imperative to develop a clear understanding on three things. First, the technology spectrum available and the benefits of creating a technology-embedded BPS model; second, the way technology needs to fit into the overall BPS design and lifecycle, anchored in business outcomes; and third, some best practices to make it happen. This research focuses on the first area, the available technologies and the benefits of creating a technology-embedded BPS model. A second report, Unlocking Next-Generation Value through Technology-Embedded Business Process Services | Part 2 addresses how technology fits into the overall BPS design and how best to implement it. This research: Describes the evolution of BPS buyers’ expectations and the role of technology in this evolution Illustrates the different types of technologies leveraged in BPS and their adoption patterns Offers insights into the next-generation value that these technologies create Serves as a base for the “how,” presented in the second report, Unlocking Next-Generation Value through Technology-Embedded Business Process Services | Part 2
  • Viewpoint

    Feb. 20, 2017
    In today’s rapidly transforming PO market, service providers are required to keep pace with the latest tools and techniques to drive superior business outcomes. One such powerful tool is analytics, which accelerates growth of businesses through its multifold advantages ranging from drawing insights from the past to forecasting the future. With the current scenario providing amenable conditions for adoption and application of analytics, it becomes an even more powerful force for several markets including Procurement Outsourcing (PO). In this research paper, we explore the evolution, application, and future of analytics in the area of procurement, along with the factors facilitating its operationalization in this field. Membership(s) Procurement Outsourcing
  • Viewpoint

    Feb. 05, 2019
    Procurement, once considered a back-office function, has seen a lot of changes in the last couple of years, with enterprises centralizing and streamlining entire processes, adopting strategic and collaborative approaches with suppliers, and outsourcing to leverage third-party expertise. However, most of these changes are focused on indirect procurement. The direct spend space has seen fewer changes due to enterprise reluctance to outsource a core function, and, therefore, remains riddled with inefficiencies, resulting in huge areas of untapped opportunity. This is where third-party technology and process expertise can help, by mitigating these concerns and guiding enterprises on a transformation journey to innovate direct spend management. This paper explores the intrinsic differences between direct and indirect procurement and discusses challenges in direct spend management. It highlights the benefits of tapping into external expertise, as well as current adoption drivers. Finally, it discusses the key issues for CPOs to consider when planning to outsource direct spend. Membership(s)   Procurement Outsourcing  
  • Viewpoint

    Nov. 05, 2019
    While the opportunity to adopt Robotic Process Automation (RPA) has captured the attention of many organizations as they compete in the digital-first world, the pace of scaling up from initial adoption has been slow. Enterprises struggle to manage and maintain the deployed robots. Further, they are failing to identify suitable processes for automation, which means they cannot build an automation pipeline. While many best practice methodologies, either published or discussed in the industry, have covered the challenges of running RPA deployments, there has been little to address approaches to building a pipeline of processes for automation. To address this challenge, Everest Group has developed a series of papers in which we define the Enterprise Value Chain Approach (EVCA) for identifying processes that are suitable for intelligent automation to help enterprises build a pipeline for automation. In the main paper, we define EVCA, and in a series of follow-on papers, we provide clear and compelling examples of how it can be applied in different business functions such as Finance and Accounting (F&A), HR and IT. The EVCA is process-agnostic and reasonably simple to apply. It breaks down complex processes into their basic parts, then assesses the parts for their suitability for automation using a simple framework. The series is intended for automation CoE executives looking to scale automation in their enterprises, team leaders who wish to select processes for automation within their specific business functions, CFOs and shared services leaders who wish to increase operational efficiency and service providers looking to help their clients with innovative automation solutions. The main paper focuses entirely on describing the EVCA: Overview of the EVCA Objective of the EVCA When to undertake the EVCA EVCA assessment framework – major dimensions and assessment approach The role of process mining to augment the EVCA The function-specific papers are available as attachments on this page. Membership(s) Service Optimization Technologies (SOT) Finance & Accounting Outsourcing Procurement Outsourcing Cloud & Infrastructure Services HR Services and Technology Healthcare & Life Sciences BPO Banking and Financial Services (BFS) - Business Process Outsourcing (BPO)
  • Webinar

    March 23, 2020
    On March 24, Everest Group hosted a webinar titled, "Coronavirus – Beyond Hand Sanitizer: Mitigating Business Impact and Uncovering the Positive." Hand sanitizer – check. Revised travel policies – check. Work-from-home plan – check. You’ve got the basics down. Now it’s time to make a strategic business plan for the next few months and beyond – when the current situation is in our rearview mirror. In this webinar, leading analysts from across Everest Group’s practices discussed ways you can minimize impact to business operations in the short- and mid-term, and how you can position yourself to uncover potential opportunities in the future. The webinar offered a 360-degree view of the business implications and specific actions and frameworks you can deploy this quarter, next quarter, and the quarter beyond. If you’re an executive in a business that provides or uses IT, business process, or engineering services, you will gain valuable insights from our expert analysis, including answers to questions such as: How do you assess immediate impact on supply base? How can you find the cost savings you’re being asked for? How do you reorganize resources and processes to maintain delivery in the mid-term, and how do you build in contracting flexibility/agility to address unexpected capacity variations? Given the current and expected economic impact, do you renegotiate pricing … and how?
  • Viewpoint

    March 25, 2020
    There is sufficent evidence to suggest that the global economy is on a path toward recession, especially given the COVID-19 outbreak, geopolitical uncertainty, and economic instability in many countries. As a result, most sectors will be impacted, including Business Process Services (BPS). However, as the industry is quite heterogenous, the impact on different BPS segments will vary and depend on multiple factors. Hence, it is critical to have a more nuanced market view across BPS segments (for example, HR vs. F&A) and identify strategies to not only cope with the downturn, but also emerge stronger. In this report, we explore the likely impact of a recession on the BPS industry. We also outline a framework for service providers to identify the relative impact of the recession on various BPS segments and suggest appropriate strategies for each segment based on the providers’ financial positions. Scope All industries and geographies Contents In this paper, we address the following topics: Likely impact of a recession on the BPS industry Analysis of BPS segments to understand the likely impact of recession on each Impact on service providers’ overall BPS portfolios Strategies to navigate a recession – by service provider’s financial position Membership(s) Banking and Financial Services (BFS) - Business Process Outsourcing (BPO) Customer Experience Management (CXM) Services, including Contact Center Outsourcing Finance & Accounting Outsourcing Healthcare Payer and Provider Business Process Life Sciences Business Process HR Services and Technology Insurance - Business Process Outsourcing (BPO) Procurement Outsourcing Recruitment Process (RPO)