Tag: GBS

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

Still Elusive but Within Reach? Effective GBS Business Relationship Management | Blog

Finally, 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. Yet because it’s considered “soft stuff,” too difficult to manage, or better yet, left to the vagaries of individual GBS managers to sort out, GBS organizations suboptimize the relationships they have with the business. And that negatively impacts brand, the ability to scale, and even the sustainability of the GBS model itself. How many GBS organizations met their deconstruction, or even their demise, because business relationship management got short shrift?

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? This business (or function) doesn’t line up.

Why is good business relationship management or BRM elusive for the majority of GBS organizations? I think there are a number of causes:

  • Seeing  BRM as a role, not a way of working: Often, GBS organizations think anointing team members to manage relationships is the right way to approach what is a vital component of the model. It’s a flawed construct; in a model that is very much an ensemble act, everyone takes some level of responsibility for BRM. It’s a process that underpins everything GBS does.
  • Ill-defined responsibility: What is the goal? Defining customer strategy? Preparation of quarterly business reviews? Tracking stakeholder health? Playing postman? Who does what? For many, BRM’s responsibility is not clear.
  • Poor definition of the customer: Now, this may seem elementary, but if the GBS organization can’t define with whom they must forge effective relationships, how can they possibly manage them? Is it the leaders of the functions? The business? Both? Everyone with equal weight?
  • Too many customers: In a multi-function GBS, the customer map is complex. However, we tend to over-index on quantity rather than impact. A slot on an org chart does not automatically merit a tight, ongoing relationship with GBS.
  • No success measures: How do GBS organizations accurately gauge the outcomes of a full-on BRM program? Is it down to noise reduction? High net promoter scores, which have their own biases? A “feeling” that a relationship is supportive? And what’s the economic value of the investment?
  • Siloed GBS organization structures: When GBS is a collection of functional shared services that more or less operate independently, the focus of relationship health is on the parts, not the sum. When finance thinks that only finance stakeholders matter, or HR works for the CHRO and their henchmen, it is difficult to design and implement a program that considers enterprise—as opposed to functional—stakeholders.
  • Assignment to junior staff:  Business relationship management requires a deep knowledge of the business, some level of functional knowledge, an ability to determine cause and effect, and finely honed relationship skills. When junior staff are anointed to manage relationships (all too often as a side hustle in enabling processes such as program management or solution development), they become nothing but letter carriers.
  • Lack of trust: Telling a leadership team that another, usually more junior team will take primacy in business relationship management is a sure recipe for dysfunction. It’s impossible to isolate BRM from the responsibilities of top management.
  • Belief that it can be fixed with a silver bullet: Suddenly putting on a temporary full-court press of love and attention by assigning someone to play point with or over-communicating with the business never works. Relationships take time to nurture or repair.

What should GBS leaders do to implement a more effective business relationship management program?

  • Be clear about what the GBS business relationship is, does, and should achieve and how it works with and within other GBS functions. Is the prime focus managing day-to-day relationships? Effective escalations? Providing input to strategy or solutions? How does it collaborate with the transformation team? The vendor management team? The change management team? Top leadership? Remember that BRM is not a standalone endeavor. Set the guidelines and the guardrails.
  • Ask the business! We usually design our interaction models in a vacuum, for the convenience of GBS, or because one of our peers says their model is a best practice, so we adopt it. Why not ask the business how they’d like to approach governance? How best to work within their existing communication channels? Which routines would be most valuable to them? Co-creation will go a long way to developing more effective relationships.
  • Decide who matters. If your GBS is designed to support the functions, your primary relationship, like it or not, is the function. If you directly serve the business, you still have to liaise with the function. Enough said. However, neither can be ignored nor can the GBS team develop constructive relationships with everyone. Take the time to examine GBS’s relationships, segmenting them into primary, secondary, and tertiary along such factors as scale of relationship, risk, potential for growth, influence, and others.
  • Focus on process first. Refrain from slotting business relationship management roles into your operating model until BRM as a process is established. Identify the relationship lifecycle. Determine who within GBS interacts at any given time. Deploy journey map methodology to identify the most common relationship scenarios. Design for dynamism as the business goes in and out of transformation, transition, and silent running. Tie escalation management into a relationship management regime. Document, document, document. And don’t forget to socialize within your GBS team and the business to get buy-in.
  • Determine what the interaction model should be—before you develop job descriptions. If BRM is seen as a process as opposed to a function, the implications on the org chart will change from role to responsibility. While defined roles may be effective, they should result from a thoughtful process. Play with the org chart and JDs last to fill gaps in BRM.
  • Add B-sat (business relationship satisfaction) to your performance evaluation criteria. Rarely are satisfaction measures part of the GBS team’s evaluation criteria. Work to align satisfaction measures to individual job performance.
  • Consider making business relationship management the prime task of site for regional leaders. All too often, these folks’ roles are relegated to managing the delivery team, not playing a vital role in engaging with the business. Take the opportunity to rethink how GBS can harness its proximity to create better business intimacy.
  • Decide who is on first, second, and third. Thoughtfully assign responsibility to your leadership team and their direct reports. Develop decision rights and implement communication regimes. Drive to develop trust amongst team members.
  • Align communications and change. Too often, they focus on parallel universes without the same priorities. Comms and change management are vital components of BRM; they work together as a unit.

Implementing BRM as a process. Aligning the team. Making it a component of performance. Identifying business journeys. All of these—and more—are critical to improving GBS’s relationships with the business.

However, one change underpins all this hard work—disabusing team members that they “personally” own business relationships. GBS has a relationship with the business; individuals collectively foster and nurture the relationships by interacting with individual stakeholders. When we realize that it’s a team effort, GBS’s success and sustainability are definitely within reach.

Positioning GCCs for Success: Drive Superior Value and Advance Business Impact | In-person Roundtable



September 29, 2023 |
10:00 AM IST - 12:30 PM IST

Global Capability Centers (GCCs) / Global Business Services (GBS) organizations are now key strategic partners for enterprises, driving business impact beyond cost savings and operational improvement. Yet, challenges remain in establishing ownership and accountability, reducing hand-offs with global counterparts, building business context, and delivering more value.

These softer aspects have become critical as GCCs strive to deliver superior value for the global enterprise.

Join this in-person roundtable discussion held at The Westin in Gurgaon, along with your peers and our expert analysts, to discuss the future vision for GCCs – from how they can deliver value beyond arbitrage to which enablers can position them for sustained success.

Participants will explore:

  • Methods for GCCs to elevate their impact from cost savings and operational improvements to strategic business outcomes
  • Key areas and enablers for future value creation
  • The current role of GCC leaders and the change in mindset required to enable their movement to global roles in the enterprise
  • Approaches to implementing innovative talent management practices and developing high-performance teams
  • Success stories from best-in-class peers

Who should attend? 

  • GBS heads
  • GCC/GBS strategy leaders
  • GCC site leaders

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. 

Anish Agarwal
Parul Jain

How Enterprises Can Leverage Provider Support to Maximize GIC Potential | Webinar

on-demand webinar

How Enterprises Can Leverage Provider Support to Maximize GIC Potential

The ongoing macroeconomic slowdown has pushed enterprises – that are already bogged down by top and bottom-line challenges – to assess how they can leverage service providers to grow, evolve, and optimize their global in-house center (GIC) networks.

Watch this on-demand webinar as our experts explore key developments in the global sourcing market in 2023, including how enterprises can grow and evolve their GIC networks by collaborating more effectively with service providers and the various enterprise requirements that providers can fulfill in the GIC space.

In addition, the speakers will discuss the evolving approach of providers to the GIC market and present methods for enterprises and service providers to proactively engage with each other in the GIC space for a win-win result.

What questions will the on-demand webinar answer for the participants?

  • How did the global sourcing market evolve in H1 2023?
  • How are third-party providers supporting enterprises on GIC-related needs, including set-up, transformation, and carve-out?
  • What capabilities are service providers building to focus on the GIC segment?

Who should attend?

  • Senior leadership (CEOs and CXOs) of enterprises
  • In-house centers/GICs/shared service centers leadership
  • Global sourcing managers
  • GBS and SOVM professionals
  • Senior leadership
  • Strategy teams of providers
  • Sales teams for providers
  • Business unit leaders leading the GIC segment in providers
Practice Director
Senior Analyst
Vice President

How can we engage?

Please let us know how we can help you on your journey.

Contact Us

"*" indicates required fields

Please review our Privacy Notice and check the box below to consent to the use of Personal Data that you provide.