Address the fundamentals

Cover the basics before you expect to get transformational results

Clashing operating models. There is often a lack of alignment between the GBS operating model and the organization’s overall operating model. Both are often perceived as distinct rather than seamless and integrated by design, leading to tremendous inefficiencies and reduced effectiveness across functions.

Mitigating step. Co-create a seamless and integrated service delivery model between GBS and the broader organization, ensuring alignment with the overall organization strategy.

Tough sell. GBS implementation is often met with internal resistance and a lack of structural support because of a poorly defined strategic vision. This creates barriers for buy-in across all levels of the organization, and people revert to old ways of working.

Mitigating step. Formulate a North Star vision with both business and functional leaders to get alignment from the start. Then, establish a change management road map that clearly emphasizes each stakeholder’s role in driving the adoption.

Long haul. No matter the maturity level of the organization, GBS transformations are slow, complex, and frankly, boring. This expensive, long-term commitment typically relies on a long-term ROI target and struggles to unlock meaningful value in the short term.

Mitigating step. Consciously plan and sequence the essential milestones to regularly unlock value and use data analytics to accelerate the transformation.

Tech overhaul. To fully enable the GBS vision, costly system updates are required, often disrupting the broader organization, increasing complexities, and adding to extended payback periods.

Mitigating step. Explore partnerships to create high-value processes that earn quick wins from the start and quickly deliver capabilities to reduce business disruption throughout the implementation.

Given these challenges, leaders too often view GBS as strictly an operational center for low-cost delivery rather than a high-potential capability engine equipped to help the broader organization achieve its strategic objectives at scale.

Establish a bold vision that tailors three “vectors of value” to your business

Evolve your vision to GBS

It’s time to shift mindsets from a strict focus on processes and costs to a broader focus on value and capabilities—underpinned by a customer-centric approach. This shift starts with strategic intent and a North Star vision linked to an organization’s strategic objectives.

Identifying these objectives and the additional capabilities that enable the strategy requires nuanced and complex conversations. Begin by asking the right questions of the right stakeholders to uncover capabilities with the most significant potential to support the organization’s strategic objectives.

Stakeholders across businesses and functions will inevitably hold differing views, requiring an approach to break down and understand the competing value drivers and benefits through three distinct vectors of value (see figure):

Your industry

Your needs

About us

Careers

Insights

Your industry

About us

Careers

Insights