Peter Bendor-Samuel

Many companies are now 5-10 years into their digital transformation journey. I have blogged for two years (here for instance) about how the journey drives companies to forge a more intimate relationship between their technology and their business operations, where they operate as one integrated team. At Everest Group, we refer to this convergence

At Everest Group, we work with a lot of companies currently wrestling with the challenge of moving people back to the office. They went from everyone working at the office or company facility to everyone working from home during the COVID-19 pandemic. There has been a lot written about the rising sentiment in management

Today, most companies are in the process of assembling digital operations platforms or are in the process of evolving them. Software-defined operations platforms enable companies to integrate technology and services so they can operate differently and better compete in the marketplace. These platforms become differentiators and create new value. They also create a more

I’ve blogged often in the past few months (here, for instance) about the emerging platform operations model and how it creates a more intimate, dynamic relationship between the tech stack and business operations. Just like the IT and engineering services marketplace, this new relationship between technology and operations because of platform operations is now

Looking at the market for IT and engineering services right now reveals that companies are in a spending dilemma. They face high demand for these services, yet they look to cut back on spending because they are concerned about a possible recession. The strategies large companies are already putting in place to address this

We’ve had ten years of digital transformation initiatives. Companies that have reached a maturity level now invest in software-defined operating platforms. These platforms are tech stacks that evolve and become very intimate with company operations. Companies need to think about these platforms holistically and develop a road map for the platform and operations together.

The technology and services market this year experienced strong growth. But we have a slight deceleration at the end of this year as the prospect of a potentially deep recession grows. There is now a slowdown in consulting, particularly strategic consulting, and a slowdown in discretionary spending. Will that continue? Here is an overview

I’ve discussed in several recent blogs software-defined operating platforms, which cause a dynamic, much more intimate relationship between a company’s tech stack and operations. The new world of these platforms is different from the old tech and operations relationships with ERP systems. In fact, this new dynamic relationship challenges the fundamental view of technology components.

The highly integrated digital world of today’s businesses is more dynamic than ever. Consequently, executives need to make decisions more quickly than in the past. However, business decisions are often difficult to make; thus, executives often delay making decisions well beyond when action is necessary. Or they make decisions quickly because action is necessary,

Over the past seven years, almost all large companies made substantial progress in implementing digital transformation across a wide variety of functions. At the core of those enormous investments and efforts was building software-defined operating platforms, which put companies on a trajectory to fundamentally change how they operate their business. However, studies show many