GBS Global’s Post

Got a new GBS leader gig? Come to the preliminary conclusion that no one in the enterprise can "do GBS" so you're running out to hire your tribe? Or been in role for some time and think the best answer is some fresh new blood? Many of us think GBS is mystical and magical, and only card-carrying experts who show up at conferences and like shared services posts can create enterprise value. But that is delusional; internal operatives have been transforming, operating, automating, strategizing and engaging with stakeholders in both the functions and the business long before the GBS model reared its adorable head. So, the next time you have a yen to dismiss internal talent out of hand and hire outside, step back and think: what can your GBS gain by respecting the DNA? Rob Bradford Dan French Manoj Kalra Puneet Uppal Angela Mangiapane Jay Desai Phil Priest Serge De Vos Janet Ramey Jimit Arora Candice Sieg Niklas Oldiges Liz Evans #GBS #respecthedna #talentmanagement

Revealing the GBS Global Consulting Distinction! Hey LinkedIn community! Ever wondered what makes GBS Global stand out in the consulting arena? Let me shed some light on the GBS Global difference. 1. Tailored Solutions: We don't do cookie-cutter. At GBS Global, every solution is crafted with your unique needs in mind. No templates, no shortcuts – just bespoke strategies designed to propel your business forward. 2. Holistic Expertise: We're not just consultants; we're your full-service partners. From digital marketing and content creation to financial services and software development, we've got all the bases covered under one roof. 3. Client-Centric Approach: Your success is our North Star. We're not satisfied until you are. Our client-centric philosophy means we're invested in your growth journey, collaborating closely to achieve your goals and exceed your expectations. 4. Innovation Hub: Innovation is our middle name. With our in-house software development center, we're at the forefront of digital innovation. Whether it's building cutting-edge apps or pioneering solutions, we're always pushing the boundaries of what's possible. 5. Global Reach, Local Touch: While we operate on a global scale, our approach is deeply rooted in understanding local markets. We blend international expertise with a nuanced understanding of regional nuances, ensuring our solutions resonate wherever you do business. 6. Outsourcing Excellence: Efficiency meets excellence with our outsourcing services. Whether it's client support, back-office operations, or business process outsourcing, we streamline your operations, leaving you free to focus on what you do best. At GBS Global, we're not just changing the consulting game; we're rewriting the rulebook. Ready to experience consulting with a difference? Let's chat! #GBSGlobal #ConsultingExcellence #BusinessTransformation #InnovationHub #ClientSuccess #Outsourcing

Leading the Way: How GBS Global Stays Ahead of Industry Trends! Ever wondered how GBS Global stays ahead of the curve in an ever-evolving industry landscape? Here's a peek behind the scenes at our winning formula: 1. Continuous Learning: At GBS Global, we're lifelong learners. We stay plugged into the latest industry news, attend conferences, and invest in training and development opportunities for our team. By staying curious and open-minded, we're able to spot emerging trends before they hit the mainstream. 2. Market Research: Knowledge is power. We conduct in-depth market research to stay informed about shifting customer preferences, emerging technologies, and competitive landscapes. By keeping our finger on the pulse of the market, we're able to anticipate trends and proactively adapt our strategies. 3. Industry Partnerships: Collaboration is key to success. We foster strategic partnerships with industry leaders, startups, and academic institutions to exchange insights, share best practices, and co-create innovative solutions. By leveraging the collective expertise of our network, we're able to stay at the forefront of industry trends. 4. Data-Driven Insights: Numbers don't lie. We harness the power of data analytics to uncover valuable insights and identify patterns and trends. Whether it's customer behavior, market trends, or operational metrics, we use data to inform our decision-making and drive strategic initiatives. 5. Agile Adaptation: Change is constant. We embrace agility and flexibility, allowing us to quickly adapt to shifting market dynamics and emerging trends. Whether it's pivoting our strategies or embracing new technologies, we're nimble enough to stay ahead of the curve. 6. Innovation Hub: Innovation is in our DNA. We maintain an innovation hub where creative minds come together to brainstorm ideas, experiment with new technologies, and prototype innovative solutions. By fostering a culture of innovation, we're able to stay ahead of the curve and drive meaningful change. At GBS Global, staying at the forefront of industry trends isn't just a goal – it's a way of life. Through continuous learning, market research, strategic partnerships, data-driven insights, agile adaptation, and a relentless pursuit of innovation, we're shaping the future of our industry. Join us on the journey to innovation and excellence! #IndustryTrends #Innovation #ContinuousLearning #MarketResearch #Partnerships #DataAnalytics #Agility #GBSGlobal #Leadership #Outsourcing

2 years ago a challenge of opening a Global Business Services center was offered to me over a meeting and last month – we have welcomed our 150th employee! A lot of different pieces played part in this success, but a few were more important than others: ✅ Unquestionable focus on culture. As we were creating new organization a big focus on implementing right culture was in all the decisions we made. Starting from the people we have hired to designing the new office space. Outcome - in the biggest divisions we recruit ~25% of employees from referrals. ✅ Assuring strong support from senior leaders. Even though natural “nest” for GBS/SSC would be COO/CFO area we have anchored it under a true believer of such setup Martynas Sarapinas, CIO of the group. This assured GBS is integral part of the change journey company was going through. ✅ Strong preparation. Being more conservative in my assumptions, always remembering WHY we are doing it led to “bullet proof” business case that created trust and transparency. 2024 will be a pivotal year in expanding and maturing GBS and I cannot wait for that! 😊   p.s. below is a symbolic photo from the first trip to Georgia! #gbs #ssc #culture

The introduction of a GBS organization is a smart move, according to senior management in the company: the new unit will take away all boring tasks from employees in the retained organization, so they can concentrate on strategic, essential activities. What decision makers often do not consider is that many employees do not want to hand over their "dull" administrative tasks to another unit at all! Most people cannot concentrate on demanding tasks for eight or more hours a day. From their point of view, a mix of sophisticated and lighter tasks is ideal to get by and keep the quality of work constantly at high levels. Furthermore, most “sending units” – such as Finance, HR and IT – are quite concerned about loss of power when they transfer a good part of their activities into another unit within the organization. At my new employer, we are taking a different approach: the functions in scope are moving into GBS with all their activities ranging from business partnering and specialized tasks to transactional repetitive processes. The functional owners will be running these operations, while the transformation team will drive cross-functional coordination, automation and digitalization. It is a fresh avenue with the intention of minimizing problematic interface dramas!

Will this be the year that GBS leaders come to their senses and realize that full ownership is not the only effective GBS model? That aligning with the business can trump full control? That, under the right construct, GBS can do more as a “ landlord” and become more sustainable to boot? That landlord’s not a dirty word? Bravo, Constanze Nuesperling. You are joining an illustrious set of pioneers including Susanne Dreyer and Jessica Shields. Let us know how it goes

The Global Business Services (GBS) model 🌐 is the consolidation of various business support functions into a centralized service delivery model. Although the model is generally global for most companies, establishing multiple sites has primarily been needs-based rather than carefully planned as an integrated strategy. Join this LinkedIn Live conversation with Ivic Mueco, Optum Global Advantage Philippines Managing Director, and Rohitashwa Aggarwal, Everest Group Partner, to discuss approaches to integrating multiple shared services sites into a GBS network and why it’s crucial for achieving operational efficiency, cost savings, and strategic alignment within an organization. 🚀 During this engaging discussion, we’ll explore: ✅ The benefits of integrating multiple sites into a GBS model 🌐 ✅ The enablers of an integrated GBS model ✅ How to achieve high levels of integration 🌟 Register: https://okt.to/2j1Y3S

The Global Business Services (GBS) model 🌐 is the consolidation of various business support functions into a centralized service delivery model. Although the model is generally global for most companies, establishing multiple sites has primarily been needs-based rather than carefully planned as an integrated strategy. Join this LinkedIn Live conversation with Ivic Mueco, Optum Global Advantage Philippines Managing Director, and Rohitashwa Aggarwal, Everest Group Partner, to discuss approaches to integrating multiple shared services sites into a GBS network and why it’s crucial for achieving operational efficiency, cost savings, and strategic alignment within an organization. 🚀 During this engaging discussion, we’ll explore: ✅ The benefits of integrating multiple sites into a GBS model 🌐 ✅ The enablers of an integrated GBS model ✅ How to achieve high levels of integration 🌟 Register: https://okt.to/O6C1mL

How personal preferences can play a role in GBS: A decision has been made. IT support for the entire group will be delivered from a Shared Services Center. The only question is, from which location? The business case paints a clear picture: additional available office space on our India site offers good quality facilities at a good price. Nonetheless, the CIO chooses a partner in Singapore. Through the grapevines, I am told that the location in India never had a chance. Why? Because the CIO simply does not like the country. Too hot, too dusty, too much traffic. He much prefers flying out to Singapore twice a year. Mind you, that personal choice resulted in twice the cost for the company, compared to the option in India. I am experiencing similar tendencies in my new role at the Friedhelm Loh Group. We are about to begin an assessment of various service delivery models for our GBS, such as SSC, outsourcing or a hybrid solution. I have already “collected” several different locations that colleagues have whispered to me as their favourites…