Peter Bendor-Samuel

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.

The Agile manifesto, created 20 years ago, radically changed the software development process, introducing new principles and emphasizing breaking tasks down into bite-sized pieces to achieve more innovation and greater productivity. Although some companies improve productivity by 100-200% in a year in application development and maintenance, most still complain that their IT teams do

The engineering services market is now disrupting the IT services marketplace. The move to technology platforms and the requisite number of engineers causes a dilemma for CIOs. The need for engineering skills is growing faster than IT skills, and companies are investing more in the engineering function, somewhat at the expense of IT. CIOs

Cloud as a concept and then as a reality swept through businesses over the past ten years, and most companies moved a lot of their applications to public cloud platforms. AWS, Google Cloud Platform, and Microsoft’s Azure (the hyperscale service providers) are now powerful influencers in business today. They turned IT into a commodity

Nearly every company is increasing its investment in technology and attempting to create new competitive advantage by assembling technology into platforms that transform how they serve their customers, service their employees, and coordinate their supply chains. Platforms automate existing activities and functions, fundamentally changing how leaders run an organization. Platforms cut across traditional organizational