The Reality And Opportunity Of Simultaneous Delivery

How Can GBS Leaders Simultaneously Manage Cost-Reduction, Service Level Improvement and Grow the Service Footprint? This question is more relevant now than ever.

Newer technologies like Big Data, AI, ML, etc., have given us the ability to harness data to derive meaningful insights and trends, which in turn, are helping industries to redefine their business models. Customer experience has taken center stage. Expectations from GBS have also changed.

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Reducing Costs And Delivering Value

It is no question that you as a GBS professional would like to, if not now but one day, scale your business. However, I am sure that one question that always arises when the topic of “scaling” comes to mind is, “how does one increase the delivery in value while simultaneously reducing costs?” If this sounds familiar, you are not alone.

In fact, I have been there numerous times and lucky for you, I have both failed and succeeded. This means that I know ways that can lead to failure, and I know ways that can lead to success. And my goal is to help you succeed without failing. In the following, I am going to share with you 5 tangible steps for each of these concepts (decreasing costs & increasing value) that will help you to not only increase the value of your business, but also reduce costs and create the scaled business of your dreams.

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A Win-Win Approach To Developing Leadership Within GBS

GBS is a unique and brilliant construct because it has a broad overview of most work processes along with transformation leadership experience within a company. What young GBS leaders don’t always have is the experience of being in a business unit or product unit of the company. What if you rotated leaders between GBS and the business for mutual growth and development?

Leadership roles with the ideal outcome being a stepping-stone for talent development is an overlooked strategy when it comes to improving skills in both business units and GBS.

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What GBS Leaders Need to do to Acquire and Retain Talent In the COVID Era

Why are professionals leaving? And how do our organization leaders manage the duality of holding onto their current workforce and hiring on new long-lasting talent?

Being a GBS professional amid a pandemic, I am sure that you have noticed the changes going on around you at work; personally, it is something that we can’t help but notice. People are leaving, people are re-evaluating, and people are considering their options. The massive changes in the world have had a dramatic effect on the employee value proposition, especially in the shared services industry

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Performance Tracking And Management

Building and Running a World-Class GBS Organization

Perception! That’s a perfidious companion for every service leader. Months and years of diligently exceeding service levels can be negated with just one anecdotal issue. The only way to manage this is to diligently and continuously tell your story on performance management. Choosing what metrics to report and how to share your message is key to managing perception.

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Rules Of Thumb To Create A Roadmap To
Accounting Shared Service Success

Time, commitment and vision. These are three essential characteristics of a strong Financial Shared Services (FSS) organization. Companies engaging in an FSS strategy will often be on different timelines, start with different parts of their organization and achieve optimization at different rates of pace. In this article, I am going to discuss ways you can create value and scalability throughout your organization with Accounting Services. Accounting Services are typically viewed as transactional activity. However, with a deeper dive, it becomes clear that Accounting Services can drive global standardization and simplification of processes and have the skills to become a key business partner creating value through enhanced services such as; accounting guidance, system/tools selection and M&A support.

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How To Drive A Transformative Mindset For GBS

Today, global business services (GBS) organizations play a vital role in providing support functions for large enterprises. As the “nervous system” of an organization, GBS has the power to enable business transformation and drive growth. However, to do so effectively, GBS must adopt a transformative mindset and embrace a culture of continuous improvement. In the following, I will explain the importance of driving a transformative mindset in GBS organizations and provide insights on how to achieve it. By prioritizing design thinking, business processes, and business imperatives, GBS can deliver exceptional value and drive long-term success for organizations.

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How to become relevant as a GBS Leader while also differentiating yourself and delivering value

According to SSON Research & Analytics, 61% of shared services are committed to GBS – whether transitioning, already adopted, or moving towards digitized delivery. In addition, 19% are

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Evolution of GBS

GBS Value

GBS Model

Running as a Business

Siting and Sourcing

Terminology

Benefit Versus Cost

Brand Building Framework (1/3)

Brand Building Framework (2/3)

Brand Building Framework (3/3)

Service Management Roadmap

Critical to Quality

Effort Estimate

Quality, Speed, Cost

Root Cause Analysis

Assess, Prioritize, Sequence

Foundational Principles

Opportunity Assessment

Agile Versus Waterfall

As the Organization Matures

Leadership GBS Style

Evolution of GBS

GBS Value

GBS Model

Running as a Business

Siting and Sourcing

Terminology

Benefit Versus Cost

Brand Building Framework (1/3)

Brand Building Framework (2/3)

Brand Building Framework (3/3)

Service Management Roadmap

Critical to Quality

Effort Estimate

Quality, Speed, Cost

Root Cause Analysis

Assess, Prioritize, Sequence

Foundational Principles

Opportunity Assessment

Agile Versus Waterfall

As the Organization Matures

Leadership GBS Style