Peter Bendor-Samuel

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

My recent blog about the “Legacy Technology Dilemma” explained how and why companies have unrealistic expectations around managing their legacy systems and applications. As companies contemplate the fate of their legacy estates – whether they currently reside in house or are currently outsourced to third-party service providers – executives face both tactical and strategic

Companies are migrating applications to the cloud, looking to reduce or shutter their legacy data centers. Many soon realize they have a portfolio of legacy applications that are just too expensive and too risky to move to the cloud. However, they have unrealistic expectations regarding the possibilities for those applications, and that leads to

Customer experience is decidedly a top focus of company operations in 2022. As companies assess whether their digital-age investments achieve success, they increasingly look through the customer-experience lens. The goal in today’s digital platform world is to significantly improve customer, employee, and other stakeholder experiences. Platforms certainly have the capability of delivering exceptional customer

Many articles now plaster the business media with news about the Great Resignation where employees see a hot labor market today and decide to go after a better situation for themselves. At Everest Group, we gathered empirical evidence from employees in many companies and compared that data with our findings from discussions with C-suite

These days, nearly all companies assemble digital platforms so they can better compete in the marketplace. Platforms enable companies to better serve their customers and their employees as well as orchestrate their ecosystem. A platform integrates technology and services in a way that allows a company to operate differently. Hence, the platform world is

Companies today face a global acute talent shortage for the next three to five years. The pressing issue in this situation is finding or accessing the necessary talent to meet a company’s business needs. We at Everest Group launched an ongoing initiative to research and understand the different techniques and channels for talent acquisition. This

As I blogged previously, companies now face an acute talent shortage for the foreseeable future.  Two factors causing the demand/supply gap (especially in engineering and IT) include the post-COVID economy rebound and, in the US, the “Great Resignation” of workers retiring early or switching jobs or careers. Another factor is the proliferation of digital platforms, as

One of the business lessons that companies learned during the COVID-19 pandemic is that the idea of needing an office for all employees and executives was not completely right. Having invested for operational success in the work-from-home (WFH) model for a year during the pandemic, the mindsets of employees and leaders changed. The current

Businesses relied on Cost-of-Living-Adjustment (COLA) clauses in contracts for many years. I first saw it used in 1984. In allowing adjustments when costs went up, COLA clauses served companies well for quite a while in contracts for third-party services. But that’s no longer the case. In fact, it’s completely unsuitable for today’s business situation.