Generative AI can reshape working methods, offering immense opportunities across various industries. However, despite its transformative potential, the adoption journey is likely to be fraught with data privacy concerns, ethical considerations, and integration complexities. These challenges highlight the need for a strategic and methodical implementation approach. Global Business Services (GBS) organizations can play a vital role in helping enterprises achieve this feat as they are uniquely positioned to spearhead generative AI initiatives, driving efficiency and innovation. As per our report last year (Generative AI: The Disruption the GBS Model Needs, or Just Another Over-hyped Technology?), less than 20% GBS organizations were piloting generative AI use cases. However, the landscape has since evolved, with more than 50% of these organizations now actively engaged in pilot and production stages. In this report, we analyze over 60 leading GBS organizations globally to identify how GBS are adopting and scaling generative AI in their operations. We examine GBS’ current adoption strategies, planned approach, use case prioritization, talent and governance models, key performance metrics, critical success factors, and future plans for generative AI adoption. This comprehensive analysis will help GBS leaders uncover the trends, best practices, and actionable steps that can help them navigate complexities and fully unlock generative AI’s potential. Scope This report is based on findings from a comprehensive survey and multiple one-on-one interviews The survey participants span industries, geographies, and GBS size, age, and maturity The study covers insights from over 60 leading GBS organizations and focuses on understanding generative AI’s current state in GBS organizations Contents In this report, we: Assess generative AI’s current state in GBS organizations focusing on the role GBS plays in implementation, key objectives for implementing generative AI, and the challenges faced by GBS in scaling generative AI proof of concepts Provide a six-step framework to successfully implement generative AI in GBS Membership(s) GBS/SS

As Global In-house Centers (GICs) gain prominence worldwide, enterprises are increasingly leveraging providers to optimize their in-house delivery capabilities. This focus has become even more critical in today’s challenging economic environment, where enterprises face significant pressures related to talent and cost management. Enterprises are engaging with providers in three key areas across GIC life cycle: setting up GICs, through assisted, joint venture, and build-operate-transfer models; carving out existing GICs; and transforming GICs to meet new demands. Notably, the setup space has evolved significantly in recent years, particularly in India, where provider-assisted setups now account for ~50% of all new GIC setups. As enterprises navigate the market to identify the ideal partner for their GIC setup needs, they encounter options ranging from major global providers to specialized local firms. This plethora of choices can be overwhelming, making the decision a crucial and strategic one. To aid enterprises in making informed decisions, this report utilizes Everest Group’s proprietary PEAK Matrix® framework to evaluate 24 providers’ capabilities in the GIC space. Our analysis covers two critical dimensions: market impact and vision and capability. This research will not only help enterprises find the right provider for their GIC setup needs but also enable providers to benchmark their offerings against the competition, ensuring they meet market expectations and client needs effectively. Scope GIC setups in India, across all service lines and verticals Contents In this report, we: Categorize 24 providers as Leaders, Major Contenders, and Aspirants Study providers’ key strengths and limitations Memberships Catalyst™

The number of organizations that are proactively investing in ESG-related initiatives, is on the rise. It is essential to recognize that ESG is no longer a niche concern but a central aspect of business strategy. ESG considerations have rapidly transcended the realm of corporate social responsibility to become a fundamental facet of contemporary business strategy. Global Business Services (GBS) leaders now find themselves at a crucial juncture, where understanding and integrating ESG principles into their operations are not merely advisable but indispensable. By prioritizing ESG, GBS leaders can navigate the complex landscape of stakeholder expectations, a key element in the long-term sustainability and success of their organizations. In this report, we discuss key adoption trends, success factors, enablers, challenges, and best-in-class case examples based on a comprehensive survey involving 50+ global GBS organizations. It offers GBS leaders actionable insights to champion ESG initiatives within their organizations. As GBS increasingly assumes strategic importance, this report will highlights key areas where GBS organizations can add value and support an enterprise’s ESG agenda. Scope All industries and geographies Contents In this report, we examine: Importance of ESG in the business and GBS context Current state of ESG adoption in GBS Challenges restricting adoption of ESG in GBS Key success factors and ESG enablers Opportunity areas for GBS in 2024 Membership(s) GBS/SS Sustainability Technology and Services

This report is available only to GBS/ Shared Services Excellence members. For information on membership, please contact us Over several decades, GBS centers have built a strong foundation of success, leading to significant diversification across geographies, industry verticals, and functions. The centers are continuously evolving to deliver value beyond cost arbitrage and to transform into strategic partners for enterprises. This involves supporting key priorities such as digital transformation, top-line growth, and enhanced end-customer experience. In 2022-23, the GBS market grew steadily, marked by substantial growth, maturity, and value creation. With over 4,700 center setups and 2.4 million FTEs, the offshore/nearshore GBS market is continuing to flourish. In this report, we leverage Everest Group’s proprietary GBS database, the industry’s most comprehensive database on GBS centers, to provide an in-depth analysis of the state of the GBS market in 2023.  The report is a follow-up to the GBS State of the Market Report 2023. While the previous report identified key trends, challenges, and success-driving initiatives for GBS organizations, this report provides an extensive quantitative analysis of the GBS market including adoption trends across key locations, key industries, and functions based on our analysis of more than 7,500 GBS organizations.  Scope All industries Geography: offshore/nearshore regions Contents In this report, we examine: GBS landscape and growth trends for center setups in 2023 GBS adoption trends across key industry verticals, locations, and functions Membership(s) GBS/SS

This report is available only to GBS/ Shared Services Excellence members. For information on membership, please contact us Global companies have built strong GBS model over the last three decades, with more than 7,500 GBS organizations forming an extensive network across geographies and industries, offering a diverse set of capabilities across core operations, IT, and corporate functions. Events of the past few years such as COVID-19, talent shortages, economic pressures, and supply-chain disruptions, have created immense pressure on global organizations. Despite these, the GBS model has been instrumental in helping to meet the resulting challenges through cost optimization, continuous improvement, transformation, and innovation initiatives. This intersection of rising demand and increasing capability puts the GBS model at an inflection point, creating an opportunity to break through boundaries to firmly root itself as a strategic partner to their enterprises. In this report, we leverage Everest Group’s proprietary GBS database, the industry’s most comprehensive database covering more than 7,500 GBS centers, to provide an in-depth analysis of the state of the GBS market in 2023. We identify key trends, associated opportunities and challenges of the GBS market, and success-driving initiatives that leading GBS organizations are implementing. Scope Industry: all Geography: offshore/nearshore regions Contents In this report, we examine: State of the GBS market in 2023 Key challenges for GBS organizations Success-driving initiatives that leading GBS organizations are implementing Membership(s) Catalyst™ GBS/SS

As global in-house centers (GICs) gain traction worldwide, enterprises are seeking insights into how to effectively leverage providers to grow their GICs. This pursuit has gained greater significance in today’s turbulent economic climate, where enterprises grapple with substantial talent and cost pressures. In their endeavor to cultivate or expand their in-house delivery capabilities, enterprises are increasingly open to receiving assistance from providers. Within this context, enterprises can seek provider support in three primary areas: establishing GICs (largely through assisted, joint venture, and build-operate-transfer models), carving out GICs, and transforming GICs. However, as enterprises assess the market to identify a suitable partner to support them in this endeavor, they are confronted with multiple options, ranging from major global providers to more specialized local counterparts. The abundance of options can cause confusion among enterprises, for whom this is a very strategic and critical decision. In this report, we leverage Everest Group’s proprietary PEAK Matrix® framework to evaluate 12 providers’ global in-house center-focused capabilities across two key dimensions – market impact and vision and capability. The research will help enterprises select the right-fit provider for their needs, while providers will be able to benchmark themselves against the competition. Scope All industries and geographies Contents In this report, we: Categorize 12 providers as Leaders, Major Contenders, and Aspirants Study providers’ key strengths and limitations Membership(s) Catalyst™ GBS/SS

The global sourcing market surpassed US$214 billion in 2020, with Global Business Services (GBS) continuing to be an integral component of the sourcing model, accounting for approximately 27% of the market. The success of the GBS model in India, Ireland, Poland, the Philippines, and China has led buyers to explore it in other locations in Asia, Central & Eastern Europe (CEE), Rest of Nearshore Europe (RONE), Latin America, and Middle East & Africa (MEA). The GBS market has also expanded across verticals and functions. This research leverages Everest Group’s proprietary GBS database, the industry’s most comprehensive database on GBS centers, and studies GBS centers that provide offshore/nearshore delivery of global services. It excludes shared service centers that serve domestic operations. The report will be relevant for a broad set of stakeholders – buyers / parent organizations, service providers, GBS organizations, and industry influencers, such as investors and industry bodies. Scope Industry: all Geography: offshore/nearshore regions Contents In this report, we provide an in-depth analysis of the GBS landscape and trends, including market size, growth, and distribution of GBS setups by buyer portfolio, scale, functions supported, and offshore delivery locations. The study concludes with an assessment of top expectations from the GBS model in 2021. Membership(s) Catalyst™ Global Business Services (GBS) and Shared Services

The global sourcing market continued to evolve and grow rapidly in 2018, to cross US$196 billion. While global enterprises leverage different sourcing models to suit their objectives and requirements, Global In-house Centers (GICs) continue to be an integral component of the sourcing model, accounting for ~25% of the global services market. The success of the GIC model in India, Ireland, Poland, the Philippines, and China has led buyers to explore its application in other locations. While these countries continue to lead GIC activity, companies also established GICs in other parts of Asia, Central & Eastern Europe (CEE), Rest of Nearshore Europe (RONE) (which includes Ireland, Norther Ireland, Scotland, and Portugal), Latin America, and Middle East & Africa (MEA). Besides the geographic diversification, the GIC market also expanded across verticals and functions. Scope This research leverages Everest Group’s proprietary GIC database, the industry’s most comprehensive database on GICs. The analysis is based on the GICs that provide offshore delivery of global services and excludes shared service centers that serve domestic operations. Data from the GIC database and Everest Group’s experience in the GIC segment has been supplemented by knowledge on key themes of the study, sourced through interactions with people working in GICs This report is relevant to a broad set of stakeholders — buyers / parent organizations, service providers, GICs, and industry influencers (investors, industry bodies, etc.) Contents This report provides an in-depth analysis of the GIC landscape and trends. It covers market size, growth, and distribution of GICs by buyer portfolio, scale, functions supported, and offshore delivery locations. The research also provides an overview of the trends witnessed in the overall GIC landscape in 2018. These have been compared with the GIC activity for the previous two years, to bring forth key areas of differences. It also analyzes the GIC market across key offshore delivery locations, industry verticals, and functions: The location section covers GIC activity across India, Rest of Asia, Central & Eastern Europe (CEE), Rest of Nearshore Europe (RONE), Latin America, and Middle East & Africa. The subsection focuses on activity in the established as well as emerging delivery locations covering the GIC market size, number of new setups, and key cities in these locations The industry and function section analyzes the GIC market across key industry verticals — Banking, Financial Services, & Insurance (BFSI); Energy & Utilities (E&U); healthcare; manufacturing; retail & Consumer Packaged Goods (CPG); and technology & communication, and functions — business process – finance and accounting, human resource, supply chain, industry-specific processes, analytics, and customer care; information technology – application development & maintenance and infrastructure; and research & development / engineering The study concludes with a deep dive into the increasing insourcing of IT services delivery in GICs (including driving factors and case examples). Membership(s) Catalyst™

The global sourcing market continued to evolve and grow rapidly in 2017 to cross US$185 billion. While buyers leveraged different sourcing models as per their objectives and requirements, the GIC model continued to be an integral component of this evolution. The success of the GIC model in India, Poland, and the Philippines led buyers to explore its application in other locations. While these countries continue to lead GIC activity, companies also established GICs in other parts of Asia, Central & Eastern Europe (CEE), Rest of Nearshore Europe (RONE) (which includes Ireland, Norther Ireland, Scotland, and Portugal), Latin America, and Middle East & Africa (MEA). Besides the geographic diversification, the GIC market also expanded across verticals and functions. Scope This research leverages Everest Group’s proprietary GIC database, the industry’s most comprehensive database on GICs. The analysis is based on GICs providing offshore delivery of global services and excludes shared service centers that serve domestic operations. Data from the GIC database and Everest Group’s experience in the GIC segment has been supplemented by additional knowledge on key themes of the study, sourced through interactions with people working in GICs This report is relevant to a broad set of stakeholders — buyers / parent organizations, service providers, GICs, and industry influencers (investors, industry bodies, etc.) Content This report provides an in-depth analysis of the GIC landscape and trends. It covers market size, growth, and distribution of GICs by buyer portfolio, scale, functions supported, and offshore delivery locations. The research also provides an overview of the trends witnessed in the overall GIC landscape in 2017. This has been compared with GIC activity for the previous two years, to bring forth key areas of differences. It also analyzes the GIC market across key offshore delivery locations, industry verticals, and functions: The location section covers GIC activity across India, Rest of Asia, Central & Eastern Europe (CEE), Rest of Nearshore Europe (RONE), Latin America, and Middle East & Africa. The subsection focuses on activity in the established as well as emerging delivery locations covering the GIC market size, number of new setups, and key cities in these locations The industry and function section analyzes the GIC market across key industry verticals — Banking, Financial Services, & Insurance (BFSI); Energy & Utilities (E&U); healthcare; manufacturing; retail & Consumer Packaged Goods (CPG); and technology & communication, and functions (business process – finance and accounting, human resource, supply chain, industry-specific processes, analytics, and customer care; information technology — application development & maintenance and infrastructure; and research & development / engineering) The study concludes with an assessment of the role played by GICs to drive innovation for the enterprises (including enabling factors and case examples). Membership (s) Catalyst

The global sourcing market continued to evolve and grow rapidly in 2016 to cross US$175 billion. While buyers leveraged different sourcing models as per their objectives and requirements, the GIC model continued to be an integral component of this evolution. The success of the GIC model in India, Poland, and the Philippines led buyers to explore its application in other locations. While these countries continue to lead GIC activity, companies also established GICs in other parts of Asia, Central & Eastern Europe (CEE), Rest of Nearshore Europe (RONE) (which includes Ireland, Norther Ireland, Scotland, and Portugal), Latin America, and Middle East & Africa (MEA). Besides the geographic diversification, the GIC market also expanded across verticals and functions. Scope This research leverages Everest Group’s proprietary GIC database, the industry’s most comprehensive database on GICs. The analysis is based on GICs providing offshore delivery of global services and excludes shared service centers that serve domestic operations. Data from the GIC database and Everest Group’s experience in the GIC segment has been supplemented by knowledge on key themes of the study, sourced through interactions with people working in GICs This report is relevant to a broad set of stakeholders — buyers / parent organizations, service providers, GICs, and industry influencers (investors, industry bodies, etc.) Content This report provides an in-depth analysis of the GIC landscape and trends. It covers market size, growth, and distribution of GICs by buyer portfolio, scale, functions supported, and offshore delivery locations. The research also provides an overview of the trends witnessed in the overall GIC landscape in 2016. This has been compared with GIC activity for the previous two years, to bring forth key areas of differences. It also analyzes the GIC market across key offshore delivery locations, industry verticals, and functions: The location section covers GIC activity across India, Rest of Asia, CEE, RONE, Latin America, and MEA. The subsection focuses on activity in the established as well as emerging delivery locations covering the GIC market size, number of new setups, and key cities in these locations The industry and function section analyzes the GIC market across key industry verticals — Banking, Financial Services, & Insurance (BFSI); Energy & Utilities (E&U); healthcare; manufacturing; retail & Consumer Packaged Goods (CPG); and technology & communication, and functions (business process – finance and accounting, human resource, supply chain, industry-specific processes, analytics, and customer care; information technology – application development & maintenance and infrastructure; and research & development / engineering The study concludes with an assessment of the likely impact of President Trump’s job protection policies on the GIC model and its implications for enterprises. Membership (s) Catalyst