Insight into global enterprises’ environment and structural moves facilitates strategy and organizational alignment Why volatility and adaptation index (VAI)? •Unprecedented economic volatility leads global companies to adapt, often through transformed business operations •Events like profit warnings, cost-cutting initiatives, M&A, change of senior leadership signal volatility, and adaptation measures •Genpact Volatility and Adaptation Index (VAI) is a directional measure based on monitoring of large data sets across a sample of 800 companies •It provides senior leaders with the intelligence to inform structural decisions and facilitate organizational alignment

1. Monitor signals in large companies, anticipate structural changes
– and provide leaders the intelligence to drive agility
(Feb 1, 2013 - Oct 31, 2014)
www.genpact.com/home/volatility-adaptation-index
Volatility and Adaptation Index (VAI)

2. PROCESS • ANALYTICS • TECHNOLOGY 2© 2014 Copyright Genpact. All Rights Reserved. 2
CONTENTS
Introduction: Genpact Volatility and Adaptation Index (VAI) 03
Why Volatility andAdaptation Index (VAI)?.......................................... 03
04Methodology……………………………………………………................ .
………
……
.
.
.
.
Comparison across industries………………………………………….... 13
18 month historical trend across industries
Comparison of VAI across industries in the last 3 months
Retail banking…………………………………………………………
Commercial banking………………………………………………………
Capital markets………………………………………………………........
Insurance……………………………………………………….................
Life sciences………………………………………………………............
Healthcare………………………………………………………...............
20
21
22
23
24
25
26
27
28
Consumer goods………………………………………………………......
Manufacturing………………………………………………………..........
High tech………………………………………………………..................
Section 1: Overall insights
Recurring themes for volatility and adaptation………………………….
Main drivers of VAI…………………………………………………
Analysis of 3 months covering May-Jul’14
18 month historical trend from Feb’13 to Jul’14
Section 2: Industry specific analysis
06
09
10
12

3. PROCESS • ANALYTICS • TECHNOLOGY 3© 2014 Copyright Genpact. All Rights Reserved.
Insight into global enterprises’ environment and structural
moves facilitates strategy and organizational alignment
Why volatility and adaptation index (VAI)?
• Unprecedented economic volatility leads global
companies to adapt, often through transformed
business operations
• Events like profit warnings, cost-cutting initiatives,
M&A, change of senior leadership signal volatility,
and adaptation measures
• Genpact Volatility and Adaptation Index (VAI) is a
directional measure based on monitoring of large
data sets across a sample of 800 companies
• It provides senior leaders with the intelligence to
inform structural decisions and facilitate
organizational alignment

4. PROCESS • ANALYTICS • TECHNOLOGY 4© 2014 Copyright Genpact. All Rights Reserved.
Volatility and Adaptation Index - sample
Methodology
Heathcare
Others
High Tech
Manufacturing
Life Sciences
Insurance
CPG
Capital Markets
Retail Banking
Commercial Banking
9%
5%7%
10%
11%
21%
9%
12%
7%
9%
Europe
Asia Pacific and Japan
North America
63%
16%
21%
By Industry By Geography

5. PROCESS • ANALYTICS • TECHNOLOGY 5© 2014 Copyright Genpact. All Rights Reserved.
Volatility and Adaptation Index (VAI) - methodology
780 global
companies
with sizeable
operations
63% North
America
21% Europe
16% Asia
Pacific and
Japan
Identified
“events” that
signal current
or future
volatility
correlated to
changes in
operating
strategy-
restructuring,
change in
leadership,
regulatory etc.
Monitoring of
online media,
newswires,
publications,
financial
statements,
databases and
social media to
screen content
Analytics to
filter the news,
attribute
relevance and
salience
Volatility and
Adaptation
Index =
[% of companies
displaying
events]
X
[average number
of volatility
events per
company]
• This release covers a full trailing year with data updated till October 31, 2014
• Events include both macro industry-wide events such as regulations and company
level events like financial underperformance or cost cutting
• Industries-Banking, Insurance, Capital Markets, Healthcare, Life Sciences,
Manufacturing, CPG, etc.
Quarterly Index AnalyticsDefinition
Methodology

6. Section 1
Overall insights

7. PROCESS • ANALYTICS • TECHNOLOGY 7© 2014 Copyright Genpact. All Rights Reserved.
Dip in long term trend indicates that operating changes gain
momentum as volatility stabilizes. Good time for CEO’s action
Executive Summary
• Total index down in the last 3 months,
compared to trailing 12 months*; less than 40%
companies manifest some volatility and change
• Leadership changes, M&A and financial
conditions accounted for much of VAI; fewer
companies reported industry, regulatory
changes
• Patterns confirmed: adaptation systematically
follows volatility with a 3-6 months time lag
• CPG (leadership changes, restructuring most
widespread), followed by retail banking have
highest VAI in last 3 months
• Largest reduction in VAI for insurance
followed by high tech
• Results corroborated by Genpact’s own
operational measurements e.g. Mortgage
operations in banks; CPG’s keen interest in
operations transformation services
• Future still uncertain, and temporary
stability is a good time to prepare
• Heed agility imperative: Comparative speed
of adaptation might determine success against
competitors and has implications for
shareholders as performance is scrutinized
• Enhance ability to change enterprise-wide
direction fast: speed of strategy formation and
organizational alignment can be shortened by
• Observing practices adopted by early
movers-some monitored by VAI
• Creating a burning platform internally by
communicating those competitors’ moves
• Utilizing lean-management principles to:
Align strategy with execution; sustain the
pace of change by discovering better ways
of working and enabling people to
contribute fully; generate material impact by
delivering value efficiently to customers
* Nov 2013-Oct 2014
Insights Implications for C-suite

8. PROCESS • ANALYTICS • TECHNOLOGY 8© 2014 Copyright Genpact. All Rights Reserved.

9. PROCESS • ANALYTICS • TECHNOLOGY 9© 2014 Copyright Genpact. All Rights Reserved.
Recurring themes for volatility and adaptation*
*Data from Aug’1, 2014 to Oct’ 31, 2014
WORD CLOUD ANALYSIS
Overview ► Main themes ► Aug’14–Oct‘14
ALL INDUSTRIES
Aug’14-Oct‘14

10. PROCESS • ANALYTICS • TECHNOLOGY 10© 2014 Copyright Genpact. All Rights Reserved.
Leadership changes, M&A and financial pressures account for
much of VAI
VolatilityandAdaptationIndex
M&A activity has
reduced substantially in
last 3 months compared
to the trailing 12 months
Volatility due to
financial conditions
increased marginally in
last 3 months compared
to trailing 12 months
Industry, regulatory
changes dipped in the
last 3 months compared
to trailing 12 months
Overview ► Main drivers ► Aug’14–Oct‘14
ALL INDUSTRIES
Aug’13– Oct‘14
Overall
Industry,
regulatoryor
geographic
change
Financial
condition
Restructuring
Leadership
change
Acquisitionor
geographic
expansion
Volatility events
Adaptation responses
-57%
Aug’14-
Oct’14
Trailing
12
Months
+13%
Aug’14-
Oct’14
Trailing
12
Months
-55%
Aug’14-
Oct’14
Trailing
12
Months

11. PROCESS • ANALYTICS • TECHNOLOGY 11© 2014 Copyright Genpact. All Rights Reserved.
VAI down compared to trailing 12 months average; volatility
inches up from low levels
Overview ► Main drivers ► Historical trend (Feb’13–Oct’14)
Volatilityandadaptationindex
ALL INDUSTRIES
Feb’13–Oct‘14
Adaptation responses Volatility events
Feb’13–Apr‘13 May’13–Jul'13 Aug’13–Oct‘13 Nov’13–Jan‘14 Feb’14–Apr‘14 May’14–Jul’14 Trailing
12 months
average
303422431921 39
100%
22
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
Aug’14–Oct’14

12. Section 2
Industry specific analysis

13. PROCESS • ANALYTICS • TECHNOLOGY 13© 2014 Copyright Genpact. All Rights Reserved.
Sharp differences in trend across industries; volatility and
adaptation spikes up in CPG and life sciences
Industry comparison ► Historical trends (Feb’13–Oct’14)
120
20
40
80
60
100
High Tech
Capital Markets
Manufacturing
Healthcare
CPG
Life Sciences
Insurance
Commercial banking
Retail banking
ALL INDUSTRIES
Feb’13–Oct‘14
Volatilityandadaptationindex
Feb’13–Apr‘13 May’13–Jul'13 Aug’13–Oct‘13 Nov’13–Jan‘14 Feb’14–Apr‘14 May’14–Jul’14 Aug’14–Oct’14

14. PROCESS • ANALYTICS • TECHNOLOGY 14© 2014 Copyright Genpact. All Rights Reserved.
Industry comparison ► Aug’14– Oct‘14
30
22
02
11
17
24
4243
5455
CapitalMarkets
CommercialBanking
Lifesciences
RetailBanking
CPG
VolatilityandAdaptationIndex
AllIndustries
Nov’13-Oct’14
AllIndustries
Aug’14-Oct’14
Insurance
HighTech
Manufacturing
Healthcare
Highest levels of volatility and adaptation in CPG followed by
retail banking and life sciences
Aug'14-Oct'14
CPG showed highest volatility and adaptation index
between Aug’14-Oct’14 (explained by leadership
change, restructuring and acquisitions)

15. PROCESS • ANALYTICS • TECHNOLOGY 15© 2014 Copyright Genpact. All Rights Reserved.
CPG
CPG and retail banking show most volatility and adaptation;
leadership change main trigger across industries
Life Sciences
Retail Banking
Overall
Index
Number of
events
% of
companies
impacted Main volatility themes
1. Leadership change
2. Restructuring
3. Acquisition or geographic
expansion
1. Leadership change
2. Financial conditions
3. Restructuring
1. Acquisition or geographic
expansion
2. Financial conditions
3. Restructuring
Industry comparison ► Aug’14–Oct‘14
Aug'14-Oct'14

16. PROCESS • ANALYTICS • TECHNOLOGY 16© 2014 Copyright Genpact. All Rights Reserved.
Fewer events observed in insurance and high tech in the last
quarter; more in CPG and life sciences
% of
companies
impacted
Average
number of
volatility events
per company
CPG, Life sciences
High tech, Insurance
CPG, Life sciences
High tech, Insurance
Sharp increase in volatility events in CPG and life sciences in last 3 months
Acquisition or expansion
Leadership changes, cost cutting/restructuring
Financial conditions
VolatilityandAdaptationIndex
% delta from last 12 months average
Industry comparison ► Aug’14–Oct‘14
0
5
10
15
20
25
30
35
40
45
50
55
-150-600 0-50-100 10050 200150
Commercial Banking
Retail Banking
Manufacturing
Healthcare
CPG
Lifesciences
Capital Markets
High Tech
Aug'14-Oct'14
Insurance

17. PROCESS • ANALYTICS • TECHNOLOGY 17© 2014 Copyright Genpact. All Rights Reserved.
Two out of every five companies reported one or more volatility
or adaptation events in the last quarter
0 5 10 15 20 25 30 35 40 45 50 55 60 65
3.0
2.5
1.0
2.0
1.5
0.5
Averagenumberofvolatilityeventspercompany
% of companies impacted
Trailing 12 Months
Overall- Last 3 Months
Capital Markets
Manufacturing
Healthcare
CPG
High Tech
Life Sciences
Insurance
Commercial Banking
Retail Banking
Aug’14-Oct’14
Industry comparison ► Aug’14–Oct‘14

18. PROCESS • ANALYTICS • TECHNOLOGY 18© 2014 Copyright Genpact. All Rights Reserved.
Determinants of volatility and adaptation vary widely by industry
HL
H
#ofeventspercompany
% companies impacted
Retail banking Commercial banking Insurance CPGCapital markets
Life sciences ManufacturingHi Tech
Adaptation responses
A R LRestructuring/
Cost cutting
Acquisitions or
geo expansion
Leadership
changes
Volatility events
F IFinancial
pressures
Industry, regulatory or
geography changes
A
L
R
I
F
A
L
R
I
F
A
LR
I
F A
L
R I
F
A
L
R
I
F
A
L
R
I
F
AL
R
IF
A
L
RI
F
A
L
R
I
F
Nov'13-Oct'14
Industry analysis summary ► Trailing 12 months (Nov’13–Oct’14)
Healthcare

19. PROCESS • ANALYTICS • TECHNOLOGY 19© 2014 Copyright Genpact. All Rights Reserved.
Volatility seems to be followed by adaptation “waves” in most
industries. Cutting the lag can provide strategic agility
Total VAI Feb-Apr May-Jul Aug-Oct Nov-Jan Feb-Apr May-Jul Aug-Oct
OVERALL 22
V
A
Retail banking 54
V
A
Life sciences 43
V
A
Manufacturing 11
V
A
CPG 55
V
A
Capital markets 24
V
A
Insurance 1
V
A
High tech 2
V
A
V Volatility* events
A Adaptation** responses
Intensity of events
*Financialdistress,externalregulatoryorothershocks
**leadershipchanges,expansion,M&A,restructuring
Industry analysis summary ► Volatility-to-adaptation lag
2013 2014

20. PROCESS • ANALYTICS • TECHNOLOGY 20© 2014 Copyright Genpact. All Rights Reserved.
Volatility and adaptation index - Retail banking
Last 3 months (Aug’14-Oct’14) vs. trailing 12 months (Nov’13-Oct’14)
Decrease in leadership churn
Last 3
months#
32%
Trailing 12
months*
.
37%
Drop in regulatory changes
0.70.8
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
13%
Trailing 12
months*
Last 3
months#
24%
0.2
0.4
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
AdaptationVolatility
Industry analysis ► Retail banking ► Aug’14–Oct‘14
Trailing 12
months*
Last 3 Months#
53.868.9
Financial Condition
Leadership Change
Industry, Regulatory or Geography Changes
Restructuring
Acquisition or Geographical Expansion
VolatilityandAdaptationIndex
*Data covering Nov 1, 2013 to October 31, 2014
#Data covering Aug 1, 2014 to October 31, 2014

21. PROCESS • ANALYTICS • TECHNOLOGY 21© 2014 Copyright Genpact. All Rights Reserved.
Volatility and adaptation index - Commercial banking
Last 3 months (Aug’14-Oct’14) vs. trailing 12 months (Nov’13-Oct’14)
Leadership churn increases
Last 3
months#
32%
Trailing 12
months*
27%
Financial stress decreases
0.50.5
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Trailing 12
months*
29%
Last 3
months#
22% 0.30.3
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
AdaptationVolatility
Industry analysis ► Commercial banking ► Aug’14–Oct‘14
Last 3 Months#
42.0
Trailing 12
months*
36.8
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
VolatilityandAdaptationIndex
*Data covering Nov 1, 2013 to October 31, 2014
#Data covering Aug 1, 2014 to October 31, 2014

22. PROCESS • ANALYTICS • TECHNOLOGY 22© 2014 Copyright Genpact. All Rights Reserved.
Volatility and adaptation index - Capital markets
Last 3 months (Aug’14-Oct’14) vs. trailing 12 months (Nov’13-Oct’14)
Increase in leadership churn
Last 3
months#
28%
Trailing 12
months*
22%
Restructuring/cost cutting down
0.80.7
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
6%
Trailing 12
months*
16%
0.1
0.3
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
AdaptationVolatility
Industry analysis ► Capital markets ► Aug’14–Oct‘14
Last 3 Months#
24.1
Trailing 12
months*
47.3
Acquisition or Geographical Expansion
Leadership Change
Restructuring
Industry, Regulatory or Geography Changes
Financial Condition
VolatilityandAdaptationIndex
*Data covering Nov 1, 2013 to October 31, 2014
#Data covering Aug 1, 2014 to October 31, 2014

23. PROCESS • ANALYTICS • TECHNOLOGY 23© 2014 Copyright Genpact. All Rights Reserved.
Volatility and adaptation index – Insurance
Last 3 months (Aug’14-Oct’14) vs. trailing 12 months (Nov’13-Oct’14)
Decrease in leadership churn
Last 3
months#
3%
Trailing 12
months*
10%
M&A activity down
0.0
0.2
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
0%
Trailing 12
months*
14%
0.0
0.2
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
AdaptationVolatility
Industry analysis ► Insurance ► Aug’14–Oct‘14
Last 3 Months#
0.1
Trailing 12
months*
17.1
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
VolatilityandAdaptationIndex
*Data covering Nov 1, 2013 to October 31, 2014
#Data covering Aug 1, 2014 to October 31, 2014

24. PROCESS • ANALYTICS • TECHNOLOGY 24© 2014 Copyright Genpact. All Rights Reserved.
Volatility and adaptation index - Life sciences
Last 3 months (Aug’14-Oct’14) vs. trailing 12 months (Nov’13-Oct’14)
Leadership churn decreases
Last 3
months#
0%
Trailing 12
months*
14%
Financial stress on the rise
0.0
0.2
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
29%
Trailing 12
months*
16%
0.3
0.2
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
AdaptationVolatility
Industry analysis ► Life sciences ► Aug’14–Oct‘14
Last 3 Months#
43.4
Trailing 12
months*
46.6
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
VolatilityandAdaptationIndex
*Data covering Nov 1, 2013 to October 31, 2014
#Data covering Aug 1, 2014 to October 31, 2014

25. PROCESS • ANALYTICS • TECHNOLOGY 25© 2014 Copyright Genpact. All Rights Reserved.
Volatility and adaptation index - Healthcare
Last 3 months (Aug’14-Oct’14) vs. trailing 12 months (Nov’13-Oct’14)
M&A activity slows down
Last 3
months#
12%
Trailing 12
months*
13%
Increase in leadership churn
0.10.1
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
29%
Trailing 12
months*
13%
0.7
0.3
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
AdaptationVolatility
Industry analysis ► Healthcare ► Aug’14–Oct‘14
Last 3 Months#
16.7
Trailing 12
months*
14.9
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
VolatilityandAdaptationIndex
*Data covering Nov 1, 2013 to October 31, 2014
#Data covering Aug 1, 2014 to October 31, 2014

26. PROCESS • ANALYTICS • TECHNOLOGY 26© 2014 Copyright Genpact. All Rights Reserved.
Volatility and adaptation index - CPG
Last 3 months (Aug’14-Oct’14) vs. trailing 12 months (Nov’13-Oct’14)
M&A activity slows down
Last 3
months#
24%
Trailing 12
months*
27%
Financial stress increases
0.30.4
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
22%
Trailing 12
months*
18% 0.20.2
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
AdaptationVolatility
Industry analysis ► Consumer Goods ► Aug’14–Oct‘14
Last 3 Months#
54.7
Trailing 12
months*
46.2
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
VolatilityandAdaptationIndex
*Data covering Nov 1, 2013 to October 31, 2014
#Data covering Aug 1, 2014 to October 31, 2014

27. PROCESS • ANALYTICS • TECHNOLOGY 27© 2014 Copyright Genpact. All Rights Reserved.
Volatility and adaptation index - Manufacturing
Last 3 months (Aug’14-Oct’14) vs. trailing 12 months (Nov’13-Oct’14)
Financial stress decreases
Last 3
months#
6%
Trailing 12
months*
10%
M&A activity slows down
0.1
0.0
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
7%
Trailing 12
months*
20%
0.0
0.1
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
AdaptationVolatility
Industry analysis ► Manufacturing ► Aug’14–Oct‘14
Last 3 Months#Trailing 12
months*
29.1 11.2
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
VolatilityandAdaptationIndex
*Data covering Nov 1, 2013 to October 31, 2014
#Data covering Aug 1, 2014 to October 31, 2014

28. PROCESS • ANALYTICS • TECHNOLOGY 28© 2014 Copyright Genpact. All Rights Reserved.
Volatility and adaptation index - High tech
Last 3 months (Aug’14-Oct’14) vs. trailing 12 months (Nov’13-Oct’14)
Leadership churn decreases
Last 3
months#
3%
Trailing 12
months*
11%
M&A activity slows down
0.0
0.2
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
Last 3
months#
4%
Trailing 12
months*
9%
0.0
0.1
Last 3
months#
Trailing 12
months*
% companies
impacted
Avg. no. of volatility
events reported per
quarter per company
AdaptationVolatility
Industry analysis ► High tech ► Aug’14–Oct‘14
VolatilityandAdaptationIndex
Last 3 Months#
1.5
Trailing 12
months*
9.8
Industry, Regulatory or Geography Changes
Financial Condition
Acquisition or Geographical Expansion
Leadership Change
Restructuring
*Data covering Nov 1, 2013 to October 31, 2014
#Data covering Aug 1, 2014 to October 31, 2014

29. PROCESS • ANALYTICS • TECHNOLOGY 29© 2014 Copyright Genpact. All Rights Reserved.
About Genpact
Genpact (NYSE: G) stands for “generating business impact.” We design, transform, and run business operations including those that are complex and
industry-specific. We believe that our approach, crystallized in our Smart Enterprise Processes (SEPSM) proprietary framework, is more focused, unbiased
and agile than that of our competitors. Our solutions integrate technology, data and processes into advanced and adaptable operating models that foster
growth and facilitate better management of cost and regulations in uncertain times. The result is intelligent operations of a range of functions such as
finance, supply chain, origination and client servicing, compliance, and risk. We have hundreds of long-term clients including more than one-fourth of the
Fortune Global 500. We have rapidly grown to over 66,000 people in 25 countries with key management and corporate offices in New York City. Our global
critical mass doesn’t dilute our flexible and collaborative approach, and our management team drives client partnerships personally. We attribute much of
our success to our unique history – behind our passion for process and operational excellence is the Lean and Six Sigma heritage of a former General
Electric division that has served GE businesses for more than 16 years.
For more information, visit www.genpact.com.
Follow Genpact on Twitter, Facebook, LinkedIn, and YouTube.
© 2014 Copyright Genpact. All Rights Reserved.
Genpact Research Institute
The Genpact Research Institute is a
specialized think tank harnessing the
collective intelligence of Genpact – as
the leading business process service
provider worldwide - its ecosystem of
clients and partners, and thousands of
process operations experts. Its
mission is to advance the “art of the
possible” in our clients’ journey of
business transformation and adoption
of advanced operating models.
www.genpact.com/research-institute

30. www.genpact.com/home/volatility-adaptation-index
www.genpact.com
Thank You