IT-ADM Services
Global In-house Centers (GICs), which were first known as “captives,” are on the rise. There are hundreds of new startups, and existing captives are significantly expanding their capabilities. It is very clear that companies are more aggressively taking advantage of offshoring, and many are doing it by building their own capabilities. What accounts for this acceleration in companies building their own capability rather than taking advantage of a third-party service provider’s capability?
In an era of ceaseless change, ever-evolving market dynamics, and an unrelenting demand for progress, the traditional pace of value creation is no longer enough. Creating accelerated value has become paramount for business leaders.
How do you achieve accelerated value? Enterprises must embrace innovation while effectively managing change. This approach will help businesses navigate rapid transformation while ensuring stability and sustainability.
Watch this webinar to gain valuable insights into the current perspectives of IT-BP industry leaders.
We discussed the major concerns, expectations, and trends for 2024 and provided recommendations on how to drive accelerated value from global services – helping position organizations to plan and align goals and succeed in 2024.
What questions has the webinar answered for the participants?
Who should attend?
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.
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.
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?
Who should attend?
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?
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!
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:
Who should attend?
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.
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:
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]
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