Location selection has long been a vital business decision, but changing global forces are reshaping its strategic importance. Rising uncertainty, geopolitical shifts, and evolving workforce dynamics demand a more structured, forward-looking approach. Enterprises and service providers are migrating from a traditional, demand-driven location selection model to a proactive, programmatic model that ensures resilience and long-term operational continuity. While cost, talent, and government incentives remain key considerations, their relative influence is changing in defining the location strategy. Decision-makers must reassess priorities, integrate emerging trends, and adapt to regional developments to future-proof their location portfolios. A holistic, forward-looking approach is key to maximizing each location’s value within a broader portfolio. Digital infrastructure, ease of doing business, sustainability regulations, and the evolving role of AI and automation in service delivery are becoming increasingly relevant. Rapid changes in geopolitics, technology, regulations, and workforce dynamics demand decision-makers to think beyond traditional metrics. They must proactively adapt their location strategies to stay ahead. This Viewpoint examines how new operating models, technology, and evolving business priorities are redefining location strategy, helping organizations stay agile and competitive in an uncertain world. Scope All industries and geographies Contents In this report, we examine: Traditional location selection levers and their shortcomings Key themes shaping the location strategy’s future

Russia launched an invasion of Ukraine on February 24, 2022, after formally recognizing the areas of Donetsk and Luhansk as independent territories on February 22, 2022. The fresh offensive includes attacks on Kyiv and some other large cities outside of the original conflict zones in the east of Ukraine. This is likely to lead to significant disruption to global services delivery in Ukraine as well as some impacts on the broader central and eastern European region. This Risk Radar Newsflash examines the impact of the Ukraine-Russia conflict on global services firms and highlights the urgent need to implement contingency plans. Click here for more information on our location and service provider risk tracking services. Membership(s) Catalyst Locations Insider™ Market Vista™ Sourcing and Vendor Management

With millions of people infected and billions confined to their homes, the COVID-19 pandemic turned out to be a global crisis of historic proportions. No business had anticipated or planned for the scope, breadth, and pace of disruption associated with such a crisis. It pushed organizational BCP programs to their limits and highlighted inefficiencies in the traditional risk mitigation approach. While virtually all organizations experienced some sort of disruption in operational continuity, companies that had invested significantly to digitally transform their operations in prior years were able to manage this disruption better than others, mitigating continuity risks more quickly. Technologies such as automation and analytics not only helped improve process efficiency but were instrumental in a smooth transition to remote service delivery models and ensured workforce productivity during this crisis. In this viewpoint, we explore how organizations can leverage technology to reassess and redefine their existing BCP strategies using a methodological approach to better mitigate future Business Process Services (BPS) continuity risks associated with global disruptions such as COVID-19. The viewpoint also introduces the Risk Evaluation and Digital Intervention (REDI) framework that can be leveraged to assess BPS functions’/segments’ vulnerability to disruptions and the impact that digital levers can have on enhancing BCP program resilience. Scope Industry: Business Process Services Geography: Global Contents Drawing insights from our extensive research and interactions with market stakeholders, this study offers the following guidance: Assessment of the impact of COVID-19 on the BPS market Discussion of role of technology in mitigating risks associated with any kind of outage, including a global disruption such as the COVID-19 pandemic Introduction to a framework to assess the digital intervention potential within BPS and help prioritize vulnerable processes to develop a more resilient BCP Case study to highlight how an organization leveraged technology to mitigate the impact of COVID-19 with the support of a third-party service provider A high-level implementation roadmap for a BCP program with technology as a key lever Membership(s) Healthcare Payer and Provider Business Process Sourcing and Vendor Management

On July 16, Everest Group hosted a webinar titled, "6 Key Considerations to Future-Proof Your Outsourcing Portfolio." With the impact of COVID-19 still threatening the economy, business leaders are facing pressure from every direction. An increase in long-term Work From Home (WFH) roles, the need for a business continuity plan (BCP) that is resilient across locations, the urgency of automation, and mounting cost pressures are enough to keep us tense and questioning our next move. Everything is on the table – reevaluating your outsourcing portfolio and location strategy – to ensure the business is ready to withstand the future. This webinar will answer questions such as: What options should you consider as part of your outsourcing locations strategy and provider portfolio considering the shifting environment? What strategic decisions should you make to move forward right now and over the longer term? How are service providers and your peers tackling the challenges of long-term WFH?

Beginning as a regional health crisis, COVID-19 has spread globally, creating a health crisis of historic proportions. Not only has the virus adversely impacted human health, it has also significantly disrupted the global services industry. The rapid spread of the pandemic, which affected multiple locations simultaneously, caught many enterprises off-guard and disrupted their operations. However, many enterprises demonstrated admirable resilience by shifting to a remote working model with minimum business disruption. Service providers played a pivotal role in enabling this transition and ensuring business continuity. Scope Industry: Global Business Services (GBS) Geography: global Contents In this research, we explore: Impact of COVID-19 on businesses and global services Response of the global services industry to COVID-19 Enterprise learnings for a post-COVID-19 scenario Membership(s) Application Services Banking & Financial Services (BFS) - IT Services (ITS) Cloud & Infrastructure Services Digital Services Enterprise Platform Services (EPS) Healthcare IT Services (ITS) Insurance - IT Services (ITS) Life Sciences IT Services (ITS)

This report is available only to Strategic Outsourcing & Vendor Management and GICs & Shared Service members. For information on membership or purchase, please contact us The COVID-19 pandemic has caused unprecedented crises in the global services industry, exposing fault lines in firms’ preparedness for a major disruption to delivery ecosystem. Firms that rely on a global delivery ecosystem will need to redesign their Business Continuity Planning (BCP) programs significantly to be better prepared for a similar crisis in the future. The good news is that there are multiple levers they can deploy to bolster their delivery portfolio resilience. In this Executive Brief, we evaluate traditional and next-generation / emerging levers that firms can deploy as part of their BCP programs to prepare for the “next normal.” We also explain how a cost-benefit analysis of these levers is critical and identify calls to action and cautions for firms as they go through this exercise. This Executive Brief (a part of Everest Group’s COVID-19 preparedness series) outlines near-term considerations for sourcing & vendor management executives seeking to effectively respond to the Coronacrisis. Note: Everest Group publishes executive briefs for senior executives from enterprises. These briefs address hot industry topics and particularly challenging issues of the day in an easy to digest format.

This report is available only to Strategic Outsourcing & Vendor Management members. For information on membership or purchase, please contact us The unprecedented COVID-19 pandemic has tested the business continuity plans of enterprises and service providers alike and presents a potential force majeure event. While many enterprises have started service continuity conversations with their outsourcing providers, there remains a lot of uncertainty and questions surrounding the enablement of remote working / work-from-home (WFH). This Executive Brief (a part of Everest Group’s COVID-19 Preparedness Series) outlines near-term considerations for sourcing & vendor management executives seeking to ensure service continuity with their outsourced providers. Note: Everest Group publishes executive briefs for senior executives from enterprises. These briefs address hot industry topics and particularly challenging issues of the day in an easy to digest format.

On January 12, 2020, a small volcano (Taal), south of Metro Manila, spewed a massive plume of ash and steam, drowning dozens of towns and cities, including the main business district of Makati City, in ash fall and volcanic particles up to 2.5 inches in diameter. This event prompted the Philippines government to issue an advisory for private firms to suspend their operations temporarily, evacuate thousands of people from volcano-affected areas, and shut down the Ninoy Aquino International Airport, Manila. IT and business process services companies in the Philippines should start testing/activating their business continuity and disaster recovery measures. (Please refer to Everest Group’s Global Locations Annual Report for a detailed risk profile.) Click here for more information on our location and service provider risk tracking services. Membership(s) Catalyst Locations Insider™ Market Vista™