Enterprises struggle with delivering seamless, real-time customer support as the limitations of legacy systems do not meet customers’ rising expectations. Traditional Systems of Record (SoR), such as CRMs, and Systems of Engagement (SoE), such as chatbots and IVRs, operate in silos, rely heavily on manual resolution, and lack the intelligence to act on live customer signals. This system limitation results in fragmented omnichannel experiences, high operational costs, and diminished customer satisfaction. This report introduces Systems of Action (SoA) as the next strategic evolution in Customer Experience (CX). SoA combine real-time data, agentic AI, and autonomous orchestration to proactively detect customer intent, decide optimal next actions, and execute resolutions across digital and human touchpoints. This Viewpoint shows real-world SoA deployments that transform contact centers from reactive service hubs into intelligent, outcome-driven engines. It provides CIOs with a clear roadmap for SoA implementation, including a readiness framework, key metrics for success, and strategies to close capability gaps across data, talent, and technology.    

Intelligent Document Processing (IDP) is an effective tool for enterprises seeking to reduce costs, improve employee and customer experiences, enhance overall efficiency, and tackle diverse document types. However, enterprises are often conservative when embarking on their IDP journeys due to ambiguity regarding the expected RoI and the impact IDP adoption can drive. In this report, we examine key IDP market trends and use cases across industries and functions. The report presents a detailed ROI assessment framework and evaluates IDP’s RoI across three use cases: invoice processing, insurance claims processing, and customer onboarding. By offering insights into various costs, hard and soft benefits, and RoI expectations, it equips business leaders to build a compelling business case for IDP adoption. The report also includes key success factors for organizations to gain maximum value from IDP deployment and unlock its full potential. Scope All industries and geographies Contents In this report, we: Examine IDP overview Assess key IDP use cases across industries and functions Analyze a framework to assess IDP’s RoI through three high-potential use cases Evaluate key success factors to maximize RoI from IDP Membership(s) Service Optimization Technologies (SOT) Sourcing and Vendor Management

Patient recruitment is a complex and dynamic part of clinical trial management, requiring proactive strategies, collaborations, and innovation to overcome challenges and achieve enrollment targets. Patient recruitment is vital for clinical trials, yet it presents challenges that impact study timelines, costs, and overall success. By adopting patient-centric approaches, using technology, and fostering collaborations across stakeholders, organizations can enhance recruitment efficiencies and accelerate study timelines, ultimately introducing new treatments to market faster for patients’ benefit worldwide. Patient recruitment in clinical trials will evolve due to technology advances, changing regulatory landscapes, and dynamic patient expectations. Outsourcing patient recruitment to specialized firms offers enterprises and Contract Research Organizations (CROs) opportunities to use expertise, scalability, and flexibility in navigating enrollment complexities. In this report, we examine the patient recruitment landscape, including the challenges that sponsors face. The report also assesses the current state of the supplier ecosystem and explores technology’s role in solving major challenges in patient recruitment. Scope Industry: life sciences Geography: global Services: life sciences BPS, life sciences ITS, and clinical development technology Contents In this report, we: Examine the patient recruitment landscape, including the challenges that sponsors face The report also assesses the current state of the supplier ecosystem and explores technology’s role in solving major challenges in patient recruitment Membership(s) Life Sciences Business Process Sourcing and Vendor Management

Volatile macroeconomic conditions, intensifying competitive pressures, post-pandemic changes, and ever-evolving customer expectations have prompted enterprises to focus on efficiency, stakeholder experience, and growth. Enterprises are increasingly recognizing the need to reinvent and modernize themselves across the people, processes, and technology dimensions to achieve these objectives and are investing in various cloud modernization initiatives to enable business growth and achieve competitive advantage. However, as they progress on their modernization journeys, many enterprises are unable to realize the business impact of such initiatives due to a half-baked cloud modernization approach. They also face challenges in designing roadmaps and measuring and tracking the success of their cloud modernization initiatives. To achieve their long-term objectives and sustain differentiation, enterprises need to approach modernization in a well-rounded manner. In this viewpoint, we describe the constituents of an effective cloud modernization strategy – modernization of the foundational elements, a platform-centric approach to modernization, and modernization of the operating model. We also recommend an implementation roadmap and explore ways in which enterprises can ensure the success of their cloud modernization programs. A holistic cloud modernization approach across various IT components and a well-defined implementation strategy will help ensure success and maximize business impact. Scope All industries and geographies Contents In this viewpoint, we: Examine the need for enterprises to reinvent themselves to serve their aspirations Establish the case for enterprise modernization as a key lever for enterprise reinvention Explore how enterprises can leverage cloud modernization to achieve modernization List the constituents of an effective cloud modernization strategy – modernization of the foundational elements, a platform-centric approach to modernization, and modernization of the operating model Recommend an implementation roadmap and explore ways in which enterprises can ensure the success of their cloud modernization programs Emphasize the need for a holistic cloud modernization approach to help enterprises maximize the business impact from their modernization efforts Membership(s) Cloud and Infrastructure Services Outsourcing Excellence

This Virtual Roundtable Discussion Summary is available only to GBS / Shared Services Excellence members. For information on membership, please contact us Everest Group regularly organizes virtual sessions in which senior executives across enterprises share their experiences and opinions with colleagues in other organizations on hot industry topics or particularly challenging issues of the day. In this in-person roundtable, Everest Group experts and our participants shared their perspectives on future vision for GCCs, methods for GCC to elevate impact, change in mindset required for GCC leaders to enable global movement. Moreover, perspectives were shared on the best practices embraced by successful GCCs over the years.

This Virtual Roundtable Discussion Summary is available only to Outsourcing Excellence members. For information on membership, please contact us Everest Group regularly organizes virtual sessions where senior executives from enterprises convene to share experiences and network with colleagues in other organizations on hot industry topics or particularly challenging issues of the day. Organizations across the board vary in how they track performance metrics of impact workers. Impact measurement is a key aspect of impact sourcing, and there is a need to effectively track impact hires’ metrics to create a long-term business case for impact sourcing. In this session, we will learn from each other’s impact measurement journeys and share key approaches, learnings, and best practices. This session will help participants develop an understanding of the various aspects of impact measurement, such as: Market standards and general recommendations Key approaches followed by organizations Learnings from best-in-class peers Pitfalls to avoid and best practices

The advent of 5G technology has promised unmatched opportunities for enterprises with new use cases that can benefit the topline. However, despite the hype around private 5G, current adoption patterns in APAC are not providing the promised potential. These ROI conversations have become even more pivotal given the macroeconomic conditions. In this webinar, our analysts provided buyers, service providers, and telecom providers with insights into the latest developments, challenges, and opportunities in the APAC market for private 5G. Our speakers discussed: What is the potential of 5G in the diverse APAC market? What is the current maturity for private 5G adoption, what are best practices, and what challenges should APAC enterprises keep in mind? How can enterprises ensure maximum ROI from private 5G adoption?

Change management is a work in progress for most Global Business Services (GBS) organizations. For stakeholders and users alike, the learning curve that follows the move to a GBS platform can be substantial. With GBS comes a vast array of changes in the way the enterprise works – from processes and policies to technology and relationships. Successful GBS change management is a continuous endeavor and, when managed as part of everything the organization does, can deliver a significant return on investment and bring added value. In this webinar, Everest Group experts uncovered effective change management practices. At the center of the discussion lay first-of-its-kind research on 60 leading GBS organizations across the globe, conducted by Everest Group and Sourcing Change. Our experts explored: Why GBS change management is still a work in progress for most organizations Challenges and best practices to enabling and accelerating success in change management Prevailing change management personas Examples of successful change management initiatives The 12 keys to success

The changing business environment, coupled with the pandemic, is driving enterprises to adopt digital levers and automation technologies to accelerate transformation and become lean, agile, and resilient. However, in their digital transformation efforts, organizations face challenges such as the lack of process visibility and documentation. Process mining addresses these challenges by utilizing enterprise digital footprints to monitor and optimize processes through a fact-based approach. It not only identifies improvement opportunities, but also provides execution/action capabilities to realize value. In this research, we help enterprises create a business case for process mining to achieve value and drive organization-wide adoption. Scope All industries and geographies Contents This report examines: The drivers for process mining adoption Applications of process mining High-potential use cases of process mining A business case for process mining Membership(s) Service Optimization Technologies (SOT) Sourcing and Vendor Management

In recent years, enterprises have invested significantly in digital transformation initiatives for various reasons. However, many organizations struggle to achieve results from these initiatives, largely due to the challenges involved in driving change management. To achieve the intended business outcomes, enterprises need to take a multi-pronged approach that encompasses all key change management dimensions: culture, people, process, structure, and technology. Any change requires introducing the right technology as early as possible to foster collaboration, enable positive reinforcement, and facilitate open communication. One such technology is Digital Adoption Platforms (DAPs), which organizations can leverage across all change management stages to optimize outcomes, as the software can uniquely position itself across multiple applications and implement the change from a user-centric perspective. In this research, we explore how DAPs and technologies such as analytics and visualization tools, conversational agents, collaboration software, and knowledge bases help enterprises manage change effectively. Enterprises aiming to get the most out of their change management initiatives will benefit from the insights offered in this research. Scope All geographies and industries Contents This report examines: The benefits of a successful change management program and challenges associated with its execution The dimensions of a successful change management program and a deep dive into the associated technology solutions DAPs’ importance as a critical technology in managing change A detailed enterprise case study on organizational change management leveraging DAP Recommendations for enterprises Membership(s) Human Resources Service Optimization Technologies (SOT) Sourcing and Vendor Management