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.
In today’s hot labor market, with a difficult gap between talent demand and available resources, companies must try to widen the area where they can recruit workers, and hunt for labor pools in new, smaller markets. Google and other tech companies are reaching out to labor markets on the West Coast and in small
Most IT technology in organizations focuses on helping to improve the efficiency of the organization. However, as digital transformation takes hold, we can now see that a significant portion of these new IT investments focus on building technology platforms that allow organizations to compete for customers. These new “growth-focused” investments behave differently than their
I shared my perspectives on various service provider firms many times over the years in blogs, especially at times of industry consolidation, or when new technologies and business models impact the market, as economic cycles ebb and flow, and as relationships and contracts change because of new expectations of the providers’ clients. My intent
As I previously blogged, back in pre-COVID-19 pandemic times, companies experimented with changing to digital operating models and building digital platforms to drive competitive advantages in managing operations, especially in improving the customer experience and employee experience. As economies began coming out of the pandemic shutdown, it became clear that companies that had progressed further in the platform world