Showing 195 results
-
June 30, 2025The Global Capability Center (GCC) market continues to grow steadily at ~6% YoY, fueled by access to scalable talent, favorable cost structures, mature ecosystems, and low entry barriers. As GCCs evolve beyond traditional service delivery, they are increasingly becoming innovation, capability development, and enterprise transformation hubs. This shift presents a significant opportunity for providers. Enterprises are seeking end-to-end support across the GCC lifecycle. Providers are key in establishing GCCs through Build-Operate-Transfer (BOT), assisted/virtual, and joint venture models. Additionally, they enable access to talent through staff augmentation and managed services. There is strong momentum around GCC transformation, with providers helping to reimagine processes, technology, and functional operations. Strategic carve-outs and GCC acquisitions represent another area where providers are actively engaged. To capitalize on these opportunities, providers are increasingly aligning with client expectations across capabilities, commercials, culture, and compliance. In this report, we provide a comprehensive analysis of the offshore and nearshore GCC landscape and strategic implications for providers.
-
FEATUREDThematic Report
Market Vista™: Q2 2025
June 24, 2025Scope All industries and geographies Contents This report examines: Key market trends in Q1 2025 Outsourcing and offshoring deal trends by function, geography, industry, and buyer type 34 leading providers’ assessments (including seven pure-play engineering services providers) on financial performance, changes in geographic footprint, alliances, capability enhancements, mergers and acquisitions, and initiatives in next-generation technologies (for example, digital services) Major outsourcing deals Renewal/Restructuring activity and new contracts signed in the quarter Outsourcing and GBS market health index GBS market assessment, including recent setups, expansions, and divestitures (for both offshore and onshore locations) Location risks and opportunities Please note that the download includes: The complete Market Vista Q2 2025 report The Market Vista Q2 2025 dashboard
-
June 10, 2025Life sciences enterprises are under increasing pressure to accelerate innovation, optimize costs, and embrace emerging technologies like AI. These priorities are reshaping how and where organizations source capabilities, prompting a fresh look at the roles of Global Capability Centers (GCCs) and service providers. GCCs are gaining renewed focus as enterprises invest in internal talent and domain expertise, while service providers continue to play a critical role in delivering flexibility, scale, and specialized capabilities. However, very few conversations bring both sides of the sourcing story to the table. Watch Everest Group’s experts as they explored how life sciences sourcing strategies are evolving in an AI-first world and where enterprises are choosing to build vs. buy capabilities. What questions did the webinar answer? How are life sciences enterprise priorities changing, and what is the impact on the sourcing strategy? What capabilities are companies increasingly looking to bring in-house through GCCs, and which are they turning to service providers to deliver? In an AI-first world, how is the value proposition evolving for both models?
-
Thematic Report
Market Vista™: 2024 Year in Review and Outlook for 2025
May 12, 2025Market Vista™: 2024 Year in Review and Outlook for 2025 provides an overview of the global services industry’s developments in 2024 and presents Everest Group’s outlook for 2025. We analyze key trends and drivers of in-house delivery centers, offshore/nearshore locations, providers, and outsourcing transactions. The report will help buyers, analysts, experts, and business executives evaluate sourcing market developments from both providers’ and buyers’ perspectives and facilitate timely decision-making. Scope All industries and geographies Contents In this report, we analyze: 2024 global sourcing market trends Outsourcing transactions and trends by function, sector, geography, deal mix, and digital component distribution Offshore/Nearshore in-house developments, including new center setups, distribution by service type, sector, existing and new adopters, and function Onshore, nearshore, and offshore location activities by type, region, city, function, and digital services 34 leading providers based on their annual performance, capability enhancements, M&As, and other key events Global services market outlook for 2025
-
April 29, 2025In today’s fiercely competitive talent market, a strong Employer Value Proposition (EVP) remains a key differentiator, helping organizations stand out as employers of choice in an increasingly competitive market. Watch us for an insightful webinar where we’ll explored the role of employer brand perception in attracting, engaging, and retaining top talent within leading GBS and tech organizations. Discover new insights from the latest employer brand perception data, including emerging trends, best practices, and strategies that enhance employer attractiveness and strengthen an organization’s EVP. Attendees also heard from industry-leading GBS organizations on how they adapt their talent strategies in response to shifting market dynamics, ensuring they continue attracting and retaining top-tier talent in 2025 and beyond. What questions did the webinar answer? How are the key brand perception factors impacting GBS and tech enterprises evolving? How can companies evaluate their own brand perception from an employee’s perspective? How are top employers differentiating themselves from their peers? What are the top employee grievances?
-
Thematic Report
Top GBS Employers™ 2025 in India, the Philippines, and Poland – Comprehensive Edition
April 28, 2025The demand for top talent is growing fast as the job market shifts from economic uncertainty to a dynamic environment. In this scenario, maintaining a strong employer brand is vital. Organizations prioritizing talent will gain a competitive edge in a landscape where specialized functional and behavioral skills are key differentiators. Global Business Services (GBS) employers have a unique opportunity to attract and retain exceptional professionals by adopting a multi-faceted strategy. By fostering a culture of innovation, growth, and engagement, these companies can position themselves as employers of choice in today’s talent-driven world. The 2025 Top GBS Employers™ – Comprehensive Edition report analyzes how over 400 GBS employers are perceived across India, the Philippines, and Poland. It evaluates them across compensation and benefits, work environment, work-life balance, hybrid work policies, culture and values, leadership, career development, and diversity and inclusion. The report also examines each GBS employer’s perceived performance in local talent markets based on prevailing attrition rates, growth, and employee satisfaction ratings. It assesses best-in-class GBS employers’ initiatives to differentiate themselves in talent markets. GBS employers can leverage these insights and Everest Group’s talent performance framework to optimize their talent management strategies and build future-proof talent models. This analysis is based on publicly available information only to capture prospective employees’ perceptions about these top GBS employers. The assessment reflects market trends as of Q1 2025. We will continue to track this market and update our assessment annually. Scope Industry: all Geography: India, the Philippines, and Poland Source: This analysis is based on various publicly available data sources, such as global, regional, and local employee forums, job posting websites, social media, professional media, and Everest Group (2025) analysis Research methodology: This analysis is not a survey- or interview-based research of employees / target candidates Application: To validate and/or identify gaps in your internal pulse surveys, compare it with your external branding strategy to see what is working and what is not, and leverage this independent outside-in assessment in your branding initiatives Contents In this report, we examine Key employee value proposition drivers, such as compensation and benefits, work environment, work flexibility, remote work, work culture, career development, and diversity and inclusion, and their impact on employer brand perception and perceived success in the talent market An outside-in employer brand perception assessment to identify which GBS employers are perceived as more favorable Key factors enabling top GBS employers in India, the Philippines, and Poland to build a distinctive employer brand Trends and factors shaping employer brand perception across industry segments YoY trends in GBS employers’ employer brand perception
-
April 01, 2025As the job market shifts from economic uncertainty to a dynamic environment, the demand for top talent is growing fast. In this scenario, maintaining a strong employer brand is vital. Organizations that prioritize talent will gain a competitive edge in a landscape where specialized functional and behavioral skills are key differentiators. Global Business Services (GBS) employers have a unique opportunity to attract and retain exceptional professionals by adopting a multi-faceted strategy. By fostering a culture of innovation, growth, and engagement, these companies can position themselves as employers of choice in today’s talent-driven world. The Top GBS Employers™ 2025 report analyzes employer brand perceptions for over 400 GBS organizations across India, the Philippines, and Poland. This report also analyzes the perceived performance of GBS employers in local talent markets based on prevailing attrition rates, growth, and employee satisfaction ratings. This executive overview presents key quantitative insights and a preview of current trends (as of Q1 2025). This report will comprehensively assess the leading GBS employers across various research dimensions. We will continue to track this market and update our assessment annually. Scope Industry: All industries Geography: India, the Philippines, and Poland Source: This analysis is based on various publicly available data sources, such as global, regional, and local employee forums, job posting websites, social media, professional media, and Everest Group (2025) analysis Research methodology: This analysis is not a survey- or interview-based research of employees / target candidates Application: To validate and/or identify gaps in your internal pulse surveys, compare it with your external branding strategy to see what is working and what is not, and leverage this independent outside-in assessment in your branding initiatives Contents In this report, we examine The 2x2 positioning matrix of top GBS employers across geographies Top GBS employers’ detailed scorecards by benchmarking performance across key employer brand perception dimensions
-
Feb. 25, 2025As 2025 brings evolving regulations, rapid technological change, and increasing demands for innovation, GBS leaders must adapt quickly to stay ahead. This webinar explored the top strategic priorities for GBS leaders, uncovered emerging trends shaping the future of GBS, and provided actionable insights to navigate challenges and drive enterprise value. Discover how GBS organizations can leverage skilled talent, next-gen technologies, and integrated operating models to thrive in a dynamic and fast-changing landscape. What questions did the webinar answer? What are the strategic priorities for GBS leaders in 2025? Which key trends and disruptions will shape the future GBS landscape? How can GBS organizations harness the power of collaboration and integrated operating models to drive value?
-
Thematic Report
GBS Architectures: Data Book
Feb. 17, 2025As a supplement to GBS Architectures: One Size Does Not Fit All, we are publishing a comprehensive data book that explores GBS architectures’ core dimensions and vectors. While the main report highlights seven key insights, this data book serves as a detailed reference guide, offering in-depth information on the structural patterns shaping GBS organizations. Rather than prescribing a single approach, it presents diverse industry practices, enabling GBS leaders to make informed decisions tailored to specific enterprise needs. In this first-of-its-kind research, Everest Group, in collaboration with Sourcing Change, analyzes insights from interviews with 50 leading GBS organizations to examine GBS architecture’s foundational elements. This research highlights variations in GBS architectures by model, alignment, resourcing approach, reporting lines, power structures, integration into the planning cycle, enabling capabilities, and presence of Global Process Owners (GPOs) and CoEs. By offering granular insights and illustrative organization models, this data book enables enterprises to benchmark their GBS structures and identify patterns that drive value. Scope All industries and geographies Contents In this report, we: Analyze key dimensions and vectors influencing GBS architecture Assess patterns shaping GBS organizations, highlighting how enterprise context influences architectural choices Evaluate three core dimensions such as model, alignment, and resourcing approach against 10 vectors: reporting lines, enterprise revenue, headquarters location, integration into enterprise planning cycles, GBS locations, presence of CoEs, enterprise power structure, presence of GPOs, GBS size, and enabling capabilities Membership(s) GBS and Shared Services
-
Thematic Report
GBS Architectures: One Size Does Not Fit All
Jan. 31, 2025For over three decades, Global Business Services (GBS) has been a key operational model designed to align with enterprise needs. A complex interplay of enterprise power structures, scale, and functional priorities shapes GBS architectures. Since GBS architecture is highly contextual to the enterprises it serves, there is no universal blueprint for its design and implementation. However, industry leaders continuously assess what works and does not to identify structural patterns that drive value. In this first-of-its-kind report, Everest Group, in collaboration with Sourcing Change, analyzes insights from leading GBS organizations to examine the foundational elements of GBS architecture. Rather than prescribing a single approach, the findings offer a comprehensive view of the diverse ways GBS organizations operate, capturing variations in reporting lines, geographic considerations, resourcing approaches, and industry dynamics that continue to shape the evolution of GBS. Scope This report covers: Insights based on in-depth interviews with leaders from over 50 GBS organizations across all industries and geographies Three core dimensions of GBS architecture – model, alignment, and resourcing approach – against 10 vectors Patterns that shape GBS organizations, highlighting how enterprise context influences architectural choices Contents In this report, we cover: Key patterns in GBS architectures, evaluating three core dimensions against 10 vectors: reporting line, enterprise revenue, headquarters location, integration into enterprise planning cycles, GBS locations, presence of CoEs, enterprise power structure, presence of Global Process Owners (GPOs), GBS size, and enabling capabilities Focus section on GPOs, exploring how they are integrated into different GBS models, factors influencing their adoption, and their reporting structures, among others Focus section on industry-specific trends in consumer packaged goods and pharma sectors Membership(s) GBS and Shared Services