Generative AI might be the first disruptor to spring to mind in 2024, but there are other seismic trends at play that are affecting industries worldwide. Fundamental shifts are developing, brought on by the evolving role of captives, changes in talent management strategies, and new approaches to data exchange/management, which is leading to changes in enterprise operating models. In this webinar hosted by Everest Group experts, Manu Aggarwal, Partner, Ankur Verma, Vice President, and Suman Upardrasta, Vice President, attendees understood how enterprises should think about disruptive changes as they go about their transformation agenda. Our panel discussed effective strategies for thriving in the face of disruption and offered their experienced view on the best path forward. What questions did the webinar answer for the participants? What are the trends impacting enterprises across industries, such as healthcare, life sciences, insurance, and banking and financial services? What are the primary implications for business, technology, and sourcing resulting from these trends? What impact does the adoption of disruptive technologies like generative AI have on the enterprise operating model?What are the common challenges that enterprises are facing as a result? How can the operating models be tweaked or changed to help enterprises move from disruption to transformation?    

On October 29, Everest Group hosted a webinar titled, "Future-Proof Your IT Operating Model." Acting as a catalyst, the pandemic is causing corporate IT teams to significantly improve their existing operating models to help maximize business value while optimizing costs. This webinar will provide IT leaders insights into key operating model attributes and best practices that empower high-performing IT teams. Join us, as we discuss how to future-proof your IT operating model to maximize savings, increase speed, and improve user experience. We will discuss the defining attributes of best-in-class IT organizations and how they are balancing the need to reduce costs while increasingly driving business value. This webinar will answer the following questions: What are the defining attributes of a successful IT operating model? How are best-in-class IT organizations balancing the dual mandate of driving cost and business value? How can your team effectively adopt a future-proof IT operating model framework within specific IT segments, such as application services and digital workplace services?

On September 10, Everest Group hosted a webinar titled, "Impact of COVID-19 Beyond WFH: The Future of Delivery and Locations Strategies." It’s no secret that COVID-19 has been one of the most significant disruptors of our time – and global services delivery has not escaped the impact. In this webinar, we move beyond commiseration and conjecture and provide a fact-based view of the already-visible effects of the pandemic based on our extensive tracking of outsourcing deals, new global business / shared services centers, location-specific trends, and service provider developments. Our experts will take a deep dive into the implications of these developments on your future delivery and locations strategies, such as key changes to delivery portfolios, trends in onshoring vs. offshoring, locations portfolio consolidation vs. diversification, rise in large scale hubs vs. small scale centers, and adoption of a remote / work from home delivery model. The webinar will also provide perspectives on how your organization can benefit from a design-principles-led locations portfolio approach to account for the increasing complexity of locations decisions.

Disruptions in the wake of Industry 4.0 are compelling business models to change rapidly and pressuring enterprises to manage these changes in a comprehensive and seamless manner across IT and business operations. Most enterprises, however, realize only partial success in their digital transformation journeys. For an enterprise to scale digitally, it has to go beyond implementing the usual technology-related changes and transform its operating model as well. This change applies to both traditional and digital-native firms, and it begins with the adoption of a digital-native operating model, the goal of which is to establish the right balance between technology and operating model transformation. This report poses – and answers – the key questions every enterprise must ask before shifting to a next-generation digital operating model, including: What benefits can we derive from a transformation focused on the operating model, as much as on technology? What are the key value levers around which we should build the transformation? What are the typical technology changes an enterprise implements as a part of its digital-native transformation? What are the typical operating model changes an enterprise should implement as a part of its digital-native transformation? Membership(s) Banking and Financial Services (BFS) - Business Process Outsourcing (BPO) Customer Experience Management (CXM) Services, including Contact Center Outsourcing (CXM) Digital Services Finance & Accounting Outsourcing Healthcare Payer and Provider Business Process Life Sciences Business Process Human Resources Outsourcing (HRO) Insurance - Business Process Outsourcing (BPO)

On May 16, Everest Group hosted a one-hour webinar that discussed the latest global service market trends as well as the impact of regulation on the industry. In addition, we provided a unique perspective on the adoption of hybrid sourcing delivery models. Key themes discussed were: Trends: How did the global services industry fair in Q1 2017? Which new trends are continuing from 2016? Regulations: What is the likely impact of key regulations, such as visa reforms in the United States, on the global services industry? Geographies: How did locations fare given the past year’s many socio-political changes? Why did Nearshore Europe witness a decrease in activity after many years of sustained interest? Hybrid Sourcing Delivery Models (Special Topic): What is the adoption of hybrid sourcing models (i.e., BOT, Virtual/Assisted GIC, Joint Venture)? What are the relative benefits and challenges associated with implementing these models? This is the deck used during the presentation. Listen to a recording of this webinar. Membership(s) Market Vista

Executive Summary The global services market continues to evolve with increasing complexity in the nature of its work and service delivery. While aggressive adopters leverage multiple offshore, nearshore, and onshore locations for service delivery, nascent and second-generation adopters are increasing the scale and complexity of their global services delivery. With usually more than just a few locations to manage, companies look towards organizing their delivery geographies as a tightly integrated network, which they manage and optimize for service delivery. While companies acknowledge that such an arrangement provides multiple benefits, there are certain myths associated with the structure of GDNM and its implementation. Our experience of supporting global organizations indicates that market realities are often markedly different from most of the prevalent myths. Decision makers need to be aware of these realities so that they can make an objective and fact-based decisions, in context of their company’s location portfolio. This viewpoint describes the concept of GDNM along with the various stages of its evolution. The document also provides a glimpse of the common myths associated with the network model and the associated realities. The viewpoint concludes with a suggested plan for implementation of GDNM in their organizations.