As enterprises navigate application modernization to drive agility, resilience, and business alignment, they face a key hurdle: a scarcity of talent with niche skills. Capabilities in areas such as cloud-native development, low-code platforms, microservices, DevOps, and legacy application modernization are high in demand but short in supply. Rising attrition, wage inflation, and the rapid obsolescence of technical skills further intensify this talent gap, creating significant execution risks for large-scale transformation programs. In response, organizations are increasingly seeking IT providers with mature and forward-looking talent development strategies tailored to application services’ evolving needs. Providers are making proactive investments to build future-ready talent pipelines by combining traditional learning approaches, digital platforms, and hands-on training. In line with future-of-work principles, many are embedding AI readiness into their workforce strategies, ensuring teams are equipped to work alongside intelligent tools and automation. At the same time, they are focusing on integrating Gen Z talent by reshaping workplace culture, communication, and learning experiences to align with their digital-native expectations. To sustain long-term capability, providers are also enhancing employee engagement and retention through personalized career paths, continuous learning opportunities, and inclusive, purpose-driven work environments. In this report, we assess 29 IT service providers featured on the Talent Readiness for Next-generation Application Services PEAK Matrix®. The research will help buyers select the right-fit application service provider for their needs, while application service providers will be able to benchmark themselves against each other. Scope All industries and geographies This assessment is based on Everest Group’s annual RFI process for the calendar year 2025, interactions with leading application service providers, client reference checks, and an ongoing analysis of the application services market Contents In this report, we evaluate: 29 application service providers featured on Everest Group’s Talent Readiness for Next-generation Application Services PEAK Matrix® The characteristics of Leaders, Major Contenders, and Aspirants from a talent readiness perspective Providers’ key strengths and limitations

The impact sourcing ecosystem is rapidly expanding due to the growing interest in sustainable and socially responsible business practices. Enterprises and providers are increasingly incorporating diverse and underserved talent into their operations due to cost efficiency, access to specialized talent, and alignment with ESG and SDG objectives. Traditional providers dominate hiring volumes, while specialists see steady growth in revenue and headcount as they refine talent initiatives and partner with NGOs and educational institutions. Buyers recognize the dual value of cost benefits and corporate citizenship, advocating for more robust reporting and impact sourcing policies’ disclosure. In response, providers are investing in enhanced training programs, certifications, and technology upskilling, enabling impact workers to transition to more complex, higher-value roles. Despite generative AI’s disruptive potential concerns, agentic AI emerges as a promising tool to empower the impact workforce. Key market trends include the CXM industry’s increasing contribution to impact sourcing revenue, growing adoption of impact workers in MEA and APAC regions, and alignment with regulatory frameworks promoting fair labor practices. Governments support impact sourcing through incentives and regulations, while providers adopt inclusive hiring strategies and offer tailored employee support to complement workforce diversity and drive social impact. In this report, we explore macroeconomic drivers, buyer feedback, and generative AI’s influence on the impact sourcing space. Africa stands poised to lead the global impact sourcing growth, showing this approach’s transformative potential in fostering a purpose-driven and sustainable business landscape. The report aims to enable enterprises and providers to incorporate impact sourcing and other inclusive talent management strategies in their organizations. Scope Broad industry with a focus on impact sourcing talent strategy Geography: global Impact sourcing programs of both impact sourcing specialists and traditional service providers This report is based on primary and secondary data collection, conversations with market participants (buyers, outsourcing service providers, and impact sourcing specialists), and fact-based research Contents In this report, we analyze: The concept of impact sourcing and the comprehensive impact sourcing market landscape, including market size, trends, and talent portfolio Impact sourcing’s talent management practices across the hire-to-retire cycle Buyers’ take on impact sourcing Impact sourcing engagement case studies Technology’s role on the impact sourcing market and the future of impact sourcing programs Memberships This Market Report is available to All Memberships

In today’s rapidly evolving talent landscape, it’s essential for enterprises to have a workforce strategy that allows them to identify, develop, and deploy the right skills at the right time. This is making “skills” a central theme for enterprises when it comes to their overall talent strategy. Watch this webinar to explore the role of skills across key areas throughout the talent lifecycle and how to overcome challenges from traditional talent practices through a skills-first approach. What questions did the webinar answer? What are the challenges that enterprises face while embarking on the skill-based transformation? What are the different categories of platforms available in the market? What are the key considerations for enterprises while undergoing a skill-based transformation?

In the technology talent market, the acute shortage of niche and specialized talent remains a major challenge. This, combined with the accelerated obsolescence of vital skills and increased attrition rates for emerging skills, has compelled IT service providers to develop robust workforce development and management strategies across the talent value chain to navigate the prevailing talent crisis. Additionally, evolving client expectations and rapid advances in technology have further heightened the need to transform existing workforce strategies, in order to construct strong pipelines of next-generation ready resources at scale. In this report, we explore key technology talent market-related themes including major talent-related challenges, providers’ strategic priorities, and mindset shifts. We also discuss key action items for IT service providers across the talent management value chain to drive next-generation talent readiness. This report will enable providers to develop their talent development and management strategies. Scope All industries and geographies Contents In this report, we examine: Key IT talent market trends and providers’ strategic priorities Skill-based workforce management, AI-driven talent strategy, and future of work themes Evolving talent sourcing strategy Elements of a sustainable talent development and engagement framework Optimization levers driving effective talent management Future considerations from a provider’s perspective Membership(s) IT Talent Excellence Contingent Staffing

As we step into 2024, the global economic landscape remains uncertain. However, corporate leaders are optimistic about the year ahead, focusing on transitioning from being technology-enabled to technology-centric entities. To achieve this, they must overcome challenges such as cost, innovation, and trust, creating a competitive environment for providers to innovate and stand out. IT stakeholders anticipate a shift in sourcing paradigms and expect clients to adopt a more structured approach to provider management. There is also optimism about the potential impact of evolving customer behavior and disruptive technologies such as generative AI, leading to substantial investments in IT services. These investments boost productivity and drive transformative changes in daily operations. In this report, we examine the experiences of leading global enterprises in 2023 and outline their strategic priorities for 2024. The report will enable enterprises to make informed decisions, navigate through the uncertainties of the business environment, and capitalize on growth opportunities. Scope Service: IT All industries and geographies Contents In this report, we: Examine the top business IT services challenges and business model changes that enterprises can expect in 2024 Highlight the key themes prioritized within the IT services industry Provide actionable insights for providers to meet enterprise demands Membership(s) Artificial Intelligence (AI) Cloud and Infrastructure Services Cybersecurity Data & Analytics Digital Workplace Life Sciences Information Technology Healthcare Payer and Provider Information Technology Technology Skills and Talent IT and Digital Transformation Sourcing and Vendor Management

In today’s dynamic talent market, where competition is fierce, organizations must actively monitor key roles and skills, identifying both in-demand and emerging ones, allowing for strategic workforce planning. A higher demand may indicate more significant competition for talent or a higher probability of attrition in the near future. Thus, analyzing talent demand trends is vital for strategizing workforce requirements, predicting external competition, and understanding leading industries for talent acquisition. Everest Group’s half-yearly report offers insights into monthly IT services talent demand trends across India, highlighting top industries, roles, and skills based on H2 2023 demand. Leveraging data from our Talent Genius™ tool, the report provides a comprehensive analysis of the current talent market, empowering organizations to stay competitive, plan for future workforce needs, and make informed talent acquisition decisions. Scope Industry: IT services Geography: India Contents In this report, we analyze talent demand trends within the IT services sector in India on a national scale. Additionally, we provide detailed profiles of 15 major Tier-1 and Tier-2 cities, offering insights into talent demand trends, top industries, key roles, and essential skills in each location. Membership(s) This Market Report is available to All Memberships

With the talent demand-supply gap continuing to persist globally, providers and enterprises are increasingly leaning on alternate talent acquisition channels and models to address their resourcing needs. Impact sourcing has emerged as a strong and effective option in the global services segment and has become a model of choice for many leading service providers globally. Watch this webinar as our impact sourcing experts shed light on the successes and trends developing in the impact sourcing space. Participants got a view into the ecosystem of impact sourcing, how providers, buyers, industry bodies, governments, and NGOs are undertaking several of their own initiatives, and the results they are seeing. What questions did the webinar answer for the participants? How is the impact sourcing model continuously evolving the business case? What are service providers doing to enhance the adoption of this model? How are buyers responding to services delivered by impact workers? What are the emerging trends in impact sourcing and what is the outlook?

The scarcity of talent equipped with next-generation skills remains a major roadblock in digital transformation journeys for enterprises. This challenge is exacerbated by the diminishing half-lives of skills and an increasing attrition rate in emerging skills within organizations. In response, enterprises are actively seeking IT service providers with well-established talent development and management strategies to address this issue. These strategies aim to acquire, nurture, and retain a high-quality, productive, multiskilled, and diverse workforce capable of meeting evolving talent needs. In turn, IT service providers are investing to cultivate and sustain a comprehensive portfolio of diverse resources equipped with next-generation skills. They prioritize in-house talent development to gain a competitive edge and enhance their talent value proposition. Going beyond conventional approaches, providers explore various innovative methods and incorporate themes related to the future of work into their talent development and management strategies. This compendium provides detailed profiles of 26 IT service providers featured on the Talent Readiness for Next-generation IT Services PEAK Matrix® Assessment 2023. Each profile offers a comprehensive overview of the provider’s key next-generation capabilities, delivery footprint, talent-related capabilities and investments including initiatives, solutions, partnerships, technology stack, academies, CoEs, and innovation hubs. The compendium will enable providers to benchmark their capabilities against their peers, while enterprises will be able to assess the providers based on their desired set of capabilities. Scope All industries and geographies The assessment is based on Everest Group’s annual RFI process for the calendar year 2023, interactions with leading IT service providers, client reference checks, and an ongoing analysis of the IT services market Contents In this report, we assess 26 IT service provider profiles and include: Providers’ key next-generation capabilities, delivery footprint, average learning hours per employee per year, and recent developments Providers’ talent-related investments and capabilities across each stage in the talent management value chain including initiatives, solutions and IP, partnerships, technology stack, academies, CoEs, and innovation hubs Membership(s) IT Talent Excellence

The growing interest in sustainable and responsible business practices has propelled the widespread adoption of impact sourcing among enterprises and providers. Over time, the advantages of impact sourcing, such as accessing previously untapped talent pools, improving retention rates, and enhancing employer brands, have become increasingly apparent. Providers are actively investing in underserved regions, forging partnerships with local authorities, non-profit organizations, educational institutions, and talent acquisition agencies to create employment opportunities for individuals from disadvantaged communities. Additionally, governmental policies mandating employment, coupled with incentives and tax benefits, alongside the increasing recognition and adoption of Environmental, Social, and Governance (ESG) norms and the United Nations’ Sustainable Development Goals (SDGs), have encouraged businesses to enhance their workforce diversity. Enterprises are demonstrating a growing preference for providers that have implemented impact sourcing programs or other social initiatives. Most enterprises are satisfied with their impact sourcing engagements, covering various aspects such as domain expertise, service portfolio, delivery capabilities, talent, and commercial factors. Some enterprises are partnering with providers to leverage their expertise in developing their own impact sourcing programs, aiming to enhance inclusivity and diversity in their talent management practices. This report relies on primary and secondary data collection, including conversations with various market participants such as enterprise buyers, outsourcing providers, and impact sourcing specialists. The primary objective of this report is to inspire and enable enterprises and providers to incorporate impact sourcing and other inclusive talent management strategies within their organizations. Scope All industries with focus on impact sourcing talent strategy Geography: global Impact sourcing programs of both impact sourcing specialists and traditional providers This report is based on primary and secondary data collection, conversations with market participants (buyers, outsourcing providers, and impact sourcing specialists), and fact-based research Contents In this report, we analyze: The concept of impact sourcing and the comprehensive impact sourcing market landscape, including market size, trends, and talent portfolio Talent management practices of impact sourcing across the hire-to-retire cycle Buyers’ take on impact sourcing and case studies highlighting some impact sourcing engagements The role of technology on the impact sourcing market and the future trajectory of impact sourcing programs Membership(s) Application Services Banking Business Process Banking Information Technology Catalyst™ Cloud and Infrastructure Services Contingent Staffing Contingent Workforce Management Customer Experience Management (CXM) Services, including Contact Center Outsourcing CX Excellence CXM Technology Cybersecurity Data & Analytics Digital Adoption Platforms (DAP) Digital Services Digital Workplace Employee Experience Management (EXM) Platforms Engineering Research and Development Engineering Services Enterprise Platform Services (EPS) Finance and Accounting Financial Services Technology (FinTech) GBS/SS Talent Excellence Healthcare Payer and Provider Business Process Healthcare Payer and Provider Information Technology Human Resources Insurance Technology (InsurTech) IT and Digital Transformation Life Sciences Business Process Life Sciences Information Technology Locations Insider™ Market Vista™ Marketing and Interactive Experience Sourcing and Vendor Management Procurement and Supply Chain Recruitment Retirements Technologies Software Product Engineering Services Sustainability Technology and Services Technology Skills and Talent

Amid the rapidly evolving technology landscape, as enterprises advance in their digital transformation endeavors, they face a primary challenge the shortage of talent equipped with next-generation skills. This challenge is further exacerbated by the shortening half-lives of skills and higher attrition rate in emerging skills within organizations. To address this challenge, enterprises are seeking IT service providers that have implemented robust talent development and management strategies. These strategies strive to acquire, nurture, and sustain a high-quality, productive, multi-skilled, and diverse workforce to meet evolving talent needs. IT service providers are responding by investing in in-house talent development to gain a competitive edge and enhance their talent value proposition. Beyond traditional methods, they are exploring multiple innovative methods and incorporating themes related to the future of work in their talent development and management strategies. The goal is to develop and sustain a comprehensive portfolio of diverse resources equipped with next-generation skills. In this report, we assess 26 IT service providers featured on the Talent Readiness for Next-Generation IT Services PEAK Matrix®. The research will help buyers select the right-fit provider for their needs, while providers will be able to benchmark themselves against each other. Scope All industries and geographies The assessment is based on Everest Group’s annual RFI process for the calendar year 2023, interactions with leading IT service providers, client reference checks, and an ongoing analysis of the IT services market Contents In this report, we: Evaluate 26 IT service providers featured on Everest Group’s Talent Readiness for Next-generation IT Services PEAK Matrix® Present the characteristics of Leaders, Major Contenders, and Aspirants from a talent readiness perspective Analyze providers’ key strengths and limitations Membership(s) Contingent Staffing Sourcing and Vendor Management