Tag: GBS

Still Elusive but within Reach? Effective GBS Business Relationship Management | In the News

In one of the articles by Deborah Kops, she talks about how GBS organizations have woken up to the reality that it’s not what you deliver, it’s how your stakeholders feel about what you are delivering. Today, many of my conversations center around the quality of GBS’s relationship with the businesses they partner with. They go something like this: why doesn’t the business “get” GBS? How do we change the tenor of the relationship in order to scale?

Deborah answers many of these questions in the article that originally appeared on the Everest Group website.

Read more in Intelligent Sourcing.

CPG GBS Leadership Exchange: Journey to the Future of GBS | CPG GBS Leadership Community Event

CPG GBS Leadership Community EVENT

CPG GBS Leadership Exchange: Journey to the Future of GBS

November 29, 2023 |
10:00 AM EST | 8:30 PM IST

Over the years, GBS organizations in the consumer packaged goods (CPG) industry have risen as a competitive differentiator for their global enterprises. From supporting a wide array of service segments to housing critical capabilities, the GBS organization’s influence has only become stronger.

In this session, Everest Group will host a gathering and open discussion for the CPG GBS community and discuss findings from Everest Group’s recently concluded flagship research on the CPG GBS industry. Conversations will cover key imperatives across areas such as talent employability, service innovation, the future of work, and more.

Participants will explore:

• The latest CPG GBS market trends
• Common priorities among CPG GBS peers
• Learnings and best practices

Who should attend?

• CPG GBS leaders
• CPG GBS strategy heads

Virtual Roundtable Guidelines

The only price of admission is participation. Attendees should be prepared to share their experiences and be willing to engage in discourse.

Participation is limited to enterprise leaders (no service providers). Everest Group will approve each attendance request to ensure an appropriate group size and mix of participants. The sessions are 90 minutes in duration and include introductions, a short presentation, and a facilitated discussion.

Aggarwal Rohitashwa B
Everest Group
Arora Jimit B
Everest Group
Kops Deborah
Sourcing Change, Principal
Everest Group

The State of GBS: Opportunities and Success Strategies for GBS Leaders | Webinar

on-demand webinar

The State of GBS: Opportunities and Success Strategies for GBS Leaders

The global business services (GBS) model is currently facing challenges, including the need for more skilled, project-ready talent, the ability to attract and retain talent, and cost pressures. Additionally, companies are using outdated cost and performance metrics that aren’t aligned with the evolving model to evaluate most GBS organizations.

Despite these challenges, the GBS model is witnessing strong demand, positioning GBS leaders with a unique opportunity to unlock more value for the enterprise and solidify their differentiation.

In this webinar, our GBS expert analysts discussed key insights into the latest GBS developments, emerging themes, challenges and opportunities, and success-driving initiatives for 2024.

What questions has the webinar answered for the participants?

  • How is the GBS model evolving (size and growth)? What’s driving growth?
  • What are the challenges faced by GBS leaders? What are they doing to overcome these challenges?
  • What are the opportunities for GBS organizations in 2024?

Who should attend?

  • CIOs, CTOs
  • HR leaders
  • IT and BPO strategy heads
  • GBS heads
  • GCC heads
  • Shared Services leaders
  • IT and BPO department heads
  • Global sourcing managers
Agarwal Anish
Practice Director
Malhotra Nikhil
Practice Director
Singh Shivani
Senior Analyst

The Talent Market’s Tight but the Candidate’s Not Right | Blog

I’ve never seen such a mismatch of supply and demand in the shared services space. While new enterprises are adopting the model at what seems to be an unprecedented pace post-COVID, at the same time, there are a surprising number of experienced shared services professionals out on the street. Is this down to an imbalance of skillsets or seniority? Have desirable capabilities in the GBS world morphed as the model has matured? Or are some of our most talented and tenured industry colleagues just shooting themselves in the foot when they go into the job market?

I suspect it’s a bit of all three…

Today, I had another two requests for talent discussions, giving rise to the belief that shared services is in a period of unprecedented career mobility. The topics are either about the capabilities necessary to succeed in a GBS career, concerns about future-proofing the organization, succession planning or those give-it-back chats with seasoned professionals looking for their next gig, or guidance about how to navigate their careers (AKA, “I am looking for a new job”).

Most of my convos are with folks in the last category. Finding themselves out in the world after a few years in a seller’s market is tough. And there are reasons for this: firstly, some of the mobility is due to the fact that when the last job was accepted, the candidates lost sight of how it would affect their career progression. In some cases, during the COVID career feeding frenzy, the hiring officer grabbed the first professional they could attract, without thinking through the capabilities actually required to do the job. Or blame remote work; many who thought “virtual was forever” are finding themselves asked to move, or once they work in person with their colleagues, find they didn’t join the organization they thought they did.

As a result, the market is flush with talent, and much of it is a mismatch with requirements. Job seekers are having a hard time wrapping their heads around stabilizing compensation, in-office requirements, and more selectivity on the part of the hiring officer.

This is not to say that there aren’t great shared services roles out there—but rather that the hiring calculus is changing, leaving some candidates finding that days outstanding without a job may be getting longer and longer.

As someone who looks for patterns in almost everything, I’m starting to see the same search scenarios playing over and over. Is there a way to break the pattern and find the right role? Absolutely—with a bit of self- and market-awareness.

How should a shared services job hunter up their chances for success?

  • Focus on the how, not just the what: All too often, I see professionals touting savings that they achieved in their last jobs as their sole calling card. But smart hiring officers now know what shared services should aspire to deliver;  now they want to know how it was delivered. Did the professional change the delivery model? Streamline operations by changing the role of the GPO? Upskill talent who needed development? What levers created success? How were they orchestrated? And will the same playbook work in a new context?  In the interview process, spend time discussing how you delivered value.
  • Cease the bragging: The shared services industry is healthily skeptical about the ability of an individual hero to deliver the goods. Don’t say you saved the enterprise $50 million in nine months from a cold start because that’s likely not true. Likely, any change or savings was already in motion.
  • Manage your brand: It’s a self-referencing industry—no one has to hold a formal reference call to find out a lot about a job seeker. It’s a very small world. Everyone knows everyone and has an opinion about whether they are skilled/good leaders/self-aggrandizers or simply whether their track records have legs. It’s always a good idea to ask someone trusted to tell you how the market perceives you—which can be painful but instructive.
  • Decide what gets you up in the morning: Too often, I hear a litany of “I can do this and this and this,”… which equates to every role in the shared services roster. It’s not up to the hiring officer to pick the role for a new member of the team; decide what you are good at and where you can best add value. When a candidate is hedging their bets to secure a job by saying they are an expert across the board, they are looking for a job, not managing a career.
  • Don’t believe the old saw that smart people can do anything: All too often, colleagues apply for jobs for which they have limited qualifications. Never been a transformation leader? Don’t apply for a role where success is based on a distinguished track record. Only led finance shared services in one country? Likely, a role as a global business services leader is not in your gift in the next move.
  • Have a narrative for short-term gigs: While the days of working for one company in excess of five years at a senior level are usually over, all too often, those looking have tenures of 18 or even nine months in a job, then on to the next for another short stint. Unless these gigs are bona fide interim roles, hiring officers look askance at rapid job hopping. Make sure you have plausible explanations for short tenure and references that can honestly back you up.
  • Understand the power of recency: Often, someone who held a shared services role four or so years ago, then followed other pursuits, perhaps in a consulting firm or provider, may think it’s easy to flip a switch and reenter the shared services fold. It isn’t. The shared services industry changes so fast that recency—what did you deliver in your last role that helps me believe that you are current and can do it again for me—is a key evaluation criteria.
  • Stay engaged even if it’s not as an employee: The good news is that it’s no longer 1990 when folks either had a job or were relegated to the ranks of the unemployed. The shared services industry knows that tenures can be short due to the nature of the model, and, through no fault of one’s own, mobility is often the name of the game. It welcomes participation. Post on LinkedIn. Grow networks. Keep current with developments.
  • Be prepared to go back to the office: The days of working in sweats are somewhat over. Increasingly, enterprises are requiring shared services leaders to spend time in the office every week. The days when every hire was virtual are over; as a result, relocation is now in order for many roles. And please don’t expect a company to fly you in every week at their cost; it rarely happens.
  • Acknowledge that global mobility is dropping: On paper, shared services harnesses the power of a global talent pool, but the reality is somewhat different. Visas are hard to get;  many employers won’t even try. Relocation costs are skyrocketing. And the days of juicy expat packages are all but over. Employers tend to disregard candidates several continents away. If an international posting is a goal, for all but a few shared services leaders,  it’s usually easier to get an internal transfer than a new international role.

And last, a measure of humility is in order. Too many seekers portray themselves as the best thing since sliced bread, erroneously thinking it’s the right way to snag a juicy role. The truth is, the marketplace now understands that shared services success is a team sport; while leadership sets the North Star, the business context in each company is unique, and the interdependencies between roles are what drives shared services success. Be seen as a shared service leader who fosters successful models. It always works.

Good hunting!

Remaining the Employer of Choice in a Dynamic Talent Market for Banking and Financial Services GBS | Virtual Roundtable


Remaining the Employer of Choice in a Dynamic Talent Market for Banking and Financial Services GBS

November 9, 2023 |
8:30 am EST | 7:00 pm IST

In our recently released report, “The Top GBS Employers™ in India, the Philippines, and Poland – 2023,” we discovered a noticeable decline in employer brand perception among Banking and Financial Services (BFS) GBS organizations in all three countries.

Join this virtual roundtable as we explore the reasons behind the decline, whether there are specific segments these organizations are losing their talent to, and the current and potential strategies for becoming a BFS GBS employer of choice.

This interactive discussion offers a unique opportunity to engage in conversations with our expert analysts and your peers. Together, we will discuss strategies to maintain a positive brand image, what’s working and what’s not in other organizations, and ways to enhance your own organization’s employee value proposition.

Participants will explore: 

  • What factors impact GBS brand perception as an employer in key markets?
  • What are the top employee grievances, and what are your peers doing to alleviate them?
  • What initiatives do best-in-class GBS organizations deploy to enhance overall brand perception?
  • What is the impact of work model (remote/hybrid/in-office) on talent management practices and brand perception?

Who should attend? 

  • GBS site leaders
  • GBS strategy leaders
  • Heads of human resources
  • Heads of talent acquisition

Virtual Roundtable Guidelines 

The only price of admission is participation. Attendees should be prepared to share their experiences and be willing to engage in discourse. 

Participation is limited to enterprise leaders (no service providers). Everest Group will approve each attendance request to ensure an appropriate group size and mix of participants. The sessions are 90 minutes in duration and include introductions, a short presentation, and a facilitated discussion. 

Practice Director
Executive Advisor

The CPG and Retail GBS Market: Priorities, Opportunities, and Challenges | LinkedIn Live


The CPG and Retail GBS Market: Priorities, Opportunities, and Challenges

View the event on LinkedIn, which was delivered live on Wednesday, November 1, 2023.

🛒📦 As the consumer packaged goods (CPG) and retail industry grapples with multiple challenges – economic slowdown, technology transformation, supply chain disruptions, and talent shortages – global business services (GBS) organizations have emerged as pivotal players in supporting enterprise initiatives.

📣Watch this LinkedIn Live event to access key insights from our comprehensive study of ~35 top CPG and retail companies, focusing on GBS model maturity within CPG and retail organizations 📊.

Viwers  will gain actionable insights, learn variations in GBS model adoption, and discover best practices to build future capabilities🤝.

You’ll learn about:

  • 🌟 The current landscape for GBS organizations in the CPG and retail space
  • 🌟 Prevalent talent and operating models
  • 🌟 The capabilities CPG and retail GBS organizations are building
  • 🌟  Future focus areas and key challenges for GBS leaders in the CPG and retail industry

12 Steps to Effective Change Management in Global Business Services | Blog

Global Business Services (GBS) organizations are at the forefront of driving transformation and efficiency across enterprises. However, they often fall short in one critical aspect: change management. Learn why GBS leaders must begin implementing change management strategies today, starting with a comprehensive 12-step program.

Reach out to discuss with our analysts.

Change is inherent in GBS, affecting processes, technology, relationships, and many other aspects. To succeed, GBS organizations must focus on helping stakeholders understand and embrace the change that the GBS model continually creates.

Everest Group research reveals that GBS leaders recognize the pivotal role of change management, with 75% of GBS organizations viewing change management as critical. Unfortunately, many struggle to manage change effectively or just don’t know how to do it well, leading to significant, long-term challenges.

To get to the bottom of why GBS organizations struggle to master change management, Everest Group surveyed 58 prominent GBS organizations worldwide. This important research reveals key insights into the strategic and operational aspects of current GBS change management practices. The findings also unlock a 12-step guide that will help GBS leaders through the pitfalls and roadblocks many currently face. Let’s explore this further.

The 12-step program covers vital aspects as change management adoption, work scope, internal alignment, organizational models, staffing and talent strategies, measurement approaches, and resource allocation to enhance change management competency within GBS. Below are the highlights of the key steps:

Step 1: Make systemic change management part of everything GBS does

Recognize that change is not a one-off event but a continuous process in GBS. Every team member should be trained in change management. Change must become a core capability that is integrated from the outset of every initiative.

Step 2: Communicate the importance of change management from the top

Emphasize the significance of change management by sending a GBS directive from high leadership levels. This ensures that change is recognized as a critical driver of GBS success and not treated as a temporary solution for individual projects that lack methodologies or measurements to take its ongoing pulse.

Step 3: Rethink the scope of change management

Expand change management to encompass communication, branding, business engagement, and stakeholder management as well as user and business support. A comprehensive approach can create a more significant impact for the enterprise.

Step 4: Understand change management is more than communication alone

While communication is essential, it should complement a well-thought-out change management strategy. By combining effective communication and change management, organizations can achieve maximum impact from their efforts.

Step 5: Align the GBS team with the imperative

Aligning the internal team with the need for change management is crucial. Emphasize that successful GBS change management is a team effort. Cross-training and rotating team members through the change function can help organizations develop a change-ready workforce and resolve resource challenges.

Step 6: Establish the right organizational structure for change management

Design a suitable organizational structure with fixed and variable staffing, dedicated full-time equivalents (FTEs) for methodology development, and ongoing change monitoring within the enterprise. Organization models that utilize interim workers, consultants, and gig employees may be beneficial in certain situations, but they don’t result in a sustainable, valuable change management organization in the long run.

Step 7: Acquire the right talent for change management

Ensure the right talent for change management. Avoid hiring resources who lack strong change management capabilities. While junior program managers may be suitable for getting the job done with strong direction from the top, they rarely have solid change management capability or the experience to provide leadership or best practice guidance. Consider GBS rotations or cross-training to build an effective change management team and to break down internal change management resistance.

Step 8: Promote staff development and retention by putting GBS career paths in place

Establish clear career paths for change managers within GBS and across the enterprise. This will encourage talented individuals to stay with the organization and contribute to the long-term change management success.

Step 9: Compensate GBS leaders appropriately

Recognize the value of experienced change managers and pay them competitively. Acknowledge that attracting and retaining top talent is critical for effective change management.

Step 10: Develop a deployable methodology

Create and consistently deploy an actionable methodology for change management. Focus on creating frameworks and playbooks tailored to the enterprise’s context and ensure the entire GBS team is appropriately trained on the approach.

Step 11: Establish measurable change management metrics

Move beyond measuring happiness and focus on metrics that reflect the true impact of change management, such as scope expansion, avoiding rework, and meeting milestones. This will provide a deeper understanding of the benefits derived from change management.

Step 12: Rethink funding strategies

Invest strategically in change management, considering its direct impact on the return on investment (ROI). Avoid relying solely on communications and inexperienced resources due to budget constraints. Recognize that skilled change management leaders are worth their cost.

To learn more and access the complete comprehensive steps, download our report, State of Play in GBS Change Management.

Adopt these change management strategies starting today

GBS organizations play a pivotal role in bringing value to modern enterprises – this part has been mastered – but success hinges on effective change management. Our study found that a significant number, one-third of respondents, do not have an organizational change management capability.

Neglecting change management can lead to attrition, rework, lost opportunities, and a cycle that can be difficult to break. Therefore, we recommend GBS leaders reflect on and potentially change the way they introduce, carry out, and measure enterprise change.

To better understand how successful change management is implemented, we recently hosted a webinar with Victoria Roehrich, Senior Director of Strategy, Transformation, and Change Management at PepsiCo. In the webinar, we discuss change management challenges and share best practices and examples of impactful initiatives. Hear PepsiCo’s change management evolution story here: Why GBS Change Management is the Key to Added Value and ROI.

To learn more about effective GBS change management strategies, reach out to Rohitashwa Aggarwal, [email protected], or Arushi Gupta, [email protected]

The Road to GBS/GCC Leadership: Perspectives from Executive Search | LinkedIn Live

LinkedIn Live

The Road to GBS/GCC Leadership: Perspectives from Executive Search

View the event on LinkedIn, which was delivered live on Thursday, October 19, 2023.

There is an unprecedented transformation occurring in Global Business Services (GBS) / Global Capability Center (GCC) leadership across the industry. The qualities that define the GBS/GCC leadership role and the path to promotion have become increasingly less clear. 🌐

📢Watch this LinkedIn Live session to hear from distinguished GBS/GCC Executive Search experts, Gaurav Gupta, Partner at Egon Zehnder, Deborah Kops, Principal of Sourcing Change and Executive Advisor at Everest Group, and Eric Simonson, Managing Partner at Everest Group, as they discuss the current state of GBS/GCC leadership.

This session allows participants to hear the speakers’ latest perspectives and spark dialogue on the core expectations and competencies of the next generation of GBS/GCC leaders. They will explore the keys to success as a new GBS/GCC leader, how to prepare for a GBS/GCC leadership role, and the possibilities of attaining a leadership role from within the organization. 🗝️🚀

What questions does the event answer for participants?

✅What are organizations looking for in their next GBS/GCC leader? 🔍
✅What experiences and capabilities are important for aspiring GBS/GCC leaders to gain? 🌟
✅Is there an internal path to GBS/GCC leadership, or must you switch organizations?

Meet The Presenters

Screenshot 2023 09 20 153708
Egon Zehnder
Kops Deborah
Sourcing Change, Principal
Everest Group, Executive Advisor
Simonson Eric A
Managing Partner
Everest Group

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