Initializing SOI
Shared Services & GBS × Head of Global Business Services
Head of Global Business Services Guide:
Shared Services & GBS
For the Head of Global Business Services (GBS) in 2025, the mandate has shifted irrevocably. The era of GBS as a purely transactional back-office function focused solely on labor arbitrage is ending. Today, you are expected to run GBS 'like a business,' serving as a strategic enabler that drives digital transformation, agility, and measurable value. However, a significant perception gap remains. According to recent research by BCG, only 41% of companies believe their GBS function actually creates value, despite the massive investments made in centralization. This disconnect represents the single greatest risk to GBS leadership today.
The landscape is evolving rapidly. The global Shared Services market is projected to grow from $65.8 billion in 2024 to $165.2 billion by 2030, with a CAGR of 16.6%. Yet, as Deloitte’s 2025 Global Business Services Survey highlights, while 50% of organizations report measurable business impact, the other half struggle to prove their worth beyond basic cost savings. The introduction of Generative AI (GenAI) has further complicated this dynamic, serving as a catalyst that demands GBS leaders not only manage operations but also lead the charge on enterprise-wide automation.
This guide is written specifically for the Head of GBS who is navigating this 'tipping point.' It moves beyond high-level theory to provide a concrete operating system for modern GBS. We will explore how to close the value perception gap, unify fragmented intake processes that plague Finance, HR, and IT towers, and implement a geo-aware delivery model that respects the regulatory divide between North America, Europe, and APAC. Drawing on data from Deloitte, BCG, Everest Group, and SSON, this guide outlines the frameworks necessary to transform your organization from a cost center into a strategic partner.
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The Friction Points.
The modern Head of GBS faces a convergence of operational and strategic friction points. Based on 2024-2025 industry data, these challenges are not merely operational nuisances; they are existential threats to the GBS mandate.
1. The Value Perception Gap
Despite objective improvements in SLA adherence, the business often fails to see the strategic value of GBS. As noted in the BCG study, less than half of stakeholders perceive value creation. This stems from a 'Black Box' delivery model where the business tosses requests over a wall and receives outputs with little visibility into the process, cost, or complexity involved. When business partners cannot see the 'how,' they undervalue the 'what.' This impact is financial: GBS budgets are often the first cut during downturns because they are viewed as variable costs rather than strategic investments.
2. The Opaque Intake Problem
One of the most pervasive operational failures is the lack of a unified intake layer. In many organizations, 40-60% of work requests still arrive via unstructured channels—email, chat, or 'shoulder tapping.' This creates three critical issues: first, there is no data to prioritize work, leading to 'first-in, first-out' processing that ignores strategic priority; second, it makes capacity planning impossible; and third, it prevents the automation of triage. Without a structured intake layer, GenAI initiatives fail because the input data is unstructured and messy.
3. The 'Atlantic Divide' in Process Standardization
Global standardization is the holy grail of GBS, but regional nuances often break it. Everest Group analysis highlights a 'GBS Atlantic Divide.' North American operations tend to be prescriptive and rules-based, aligning with SOX-style compliance. European operations, driven by GDPR and works councils, require a principles-based approach. Trying to force a US-centric 'checklist' process onto a German Finance team often leads to shadow IT and process non-compliance. The business impact is significant: fragmentation of data, inability to scale automation globally, and friction with local business units.
4. The Automation Backlog & ROI Disconnect
While GenAI is a top priority, execution lags. Deloitte’s 2025 survey indicates that while digital transformation is a key trend, many GBS organizations struggle to link automation ideas to dollar impact. The challenge is often the 'long tail' of processes. Major ERP transformations handle the big rocks, but GBS is drowning in thousands of micro-processes (Excel reconciliations, manual data entry) that are too small for IT to fix but too big to ignore. The inability to systematically identify, value, and execute these micro-automations leaves millions in efficiency savings on the table.
5. Change Management Deficit
Perhaps the most overlooked challenge is the human element. Everest Group reports that while 75% of GBS organizations view change management as critical, only 16% manage it effectively. This gap manifests in high turnover and low adoption of new self-service tools. When GBS rolls out a new portal or workflow without adequate change management, business stakeholders reject it, reverting to email and eroding the trust required for future transformations.
The Solution
A Smarter Operating System.
To solve the value perception gap and operational inefficiencies, GBS leaders must implement a 'Business Enabler' operating system. This framework moves GBS from a passive receiver of work to an active manager of business outcomes. Here is the step-by-step approach.
Phase 1: The Unified Intake & Triage Layer
The first step is to stop the bleeding caused by unstructured email requests. You must implement a 'System of Engagement' that sits above your ERPs (SAP, Oracle) and below your communication channels (Teams, Email).
- The Framework: All requests, regardless of channel, must pass through a unified intake layer. Use GenAI to parse emails and chat messages, auto-categorizing them into a standardized taxonomy.
- The Benefit: This converts unstructured noise into structured data. You can now see that 'Account Payables' is receiving 500 requests a week for 'Invoice Status,' justifying a specific automation intervention.
Phase 2: The Service Delivery Taxonomy
Standardize *what* you do before you standardize *how* you do it. Create a global service catalog that defines every service offered by Finance, HR, and IT towers.
- Decision Logic: For each service, apply the 'Global vs. Local' test. If a process is regulatory (e.g., French payroll tax), it remains local/regional. If it is rules-based and agnostic (e.g., T&E expense auditing), it is centralized globally.
- Implementation: Map these services to specific SLAs. Do not just measure 'Time to Resolve.' Measure 'First Time Right' and 'User Effort Score.'
Phase 3: The 'Tower Scorecard' & Value Visualization
To fix the perception gap, you must change the reporting narrative. Move away from reporting purely on volume (e.g., 'we processed 10,000 invoices').
- The Shift: Report on Business Outcomes. Instead of '10k invoices processed,' report 'Captured $2M in early payment discounts' or 'Prevented $50k in duplicate payments.'
- The Tool: Implement a real-time Tower Scorecard accessible to business unit leaders. It should show Cost per Transaction, Quality Metrics, and Experience Scores. Transparency builds trust.
Phase 4: The Automation Factory
Move automation from a 'project' to a 'process.'
- Idea Intake: Allow any GBS employee to submit an automation idea via a simple form.
- Valuation: Automatically calculate the ROI. (Hours saved x Fully Loaded Cost).
- Execution: Create a dedicated 'Low-Code Squad' within GBS (citizen developers) to tackle the micro-automations that IT prioritizes low.
- Governance: IT sets the guardrails (security, access), but GBS controls the backlog.
Comparison: Traditional vs. Next-Gen Operating Models
| Feature | Traditional GBS | Next-Gen Business Enabler |
| :--- | :--- | :--- |
| Intake | Email, Phone, disparate portals | Unified, AI-driven Triage Layer |
| SLA Focus | Speed (Turnaround Time) | Quality & Experience (First Time Right) |
| Automation | Large, multi-year RPA projects | Agile, continuous micro-automation |
| Reporting | Monthly PDFs on volume | Real-time dashboards on Value/ROI |
| Talent | Transactional processors | Data analysts & Exception handlers |
Implementation Guide
Transforming GBS is a marathon run in sprints. Here is a practical 12-month roadmap to move from assessment to a fully functioning 'Business Enabler' model.
Phase 1: Assessment & Strategy (Months 1-3)
- Goal: Define the baseline and the 'North Star.'
- Actions:
- Run a 'Value Stream Mapping' exercise for top 5 processes (e.g., Order-to-Cash, Hire-to-Retire).
- Conduct a stakeholder sentiment survey to quantify the perception gap.
- Audit the current tech stack: What is shelf-ware? What is missing?
- Team: Head of GBS, IT Architect, External Consultant (optional for unbiased audit).
Phase 2: Foundation & Pilot (Months 3-6)
- Goal: Prove the concept with one tower or region.
- Actions:
- Select a 'Lighthouse' pilot (e.g., IT Service Desk or AP in North America).
- Implement the Unified Intake layer for this pilot group only.
- Deploy the first 5 'Quick Win' automations.
- Success Metric: Reduce email volume by 40% in the pilot group.
Phase 3: Core Implementation (Months 6-9)
- Goal: Expand to core towers (Finance, HR).
- Actions:
- Roll out the Global Service Catalog.
- Launch the 'Tower Scorecard' dashboard to business leadership.
- Initiate the 'Citizen Developer' program to tackle the automation backlog.
- Common Pitfall: 'Scope Creep.' Stick to the standard catalog; manage exceptions rigorously.
Phase 4: Scale & Optimize (Months 9-12)
- Goal: Global stabilization and continuous improvement.
- Actions:
- Expand to complex regions (EU/APAC) applying the regional nuances discussed.
- Review SLAs: Tighten targets based on new performance data.
- Conduct a post-implementation review with the C-Suite to demonstrate ROI.
Team Requirements
To execute this, you need more than transactional staff. You need:
- Global Process Owners (GPOs): To enforce standards.
- Automation Engineers: To build the bots.
- Data Analysts: To interpret the scorecard data.
- Change Champions: Dedicated resources to manage the 'people side' of the shift.
Global Context
Regional Intelligence.
A 'one-size-fits-all' approach is the fastest way to fail in Global Business Services. While the goal is standardization, the execution must be geo-aware. Here is how to navigate the three major regions.
North America (NA): Efficiency & Speed
- Market Maturity: Highly mature. The focus here is on extreme efficiency and cost reduction. Stakeholders expect Amazon-like speed and transparency.
- Regulatory Environment: Rules-based and prescriptive (SOX, GAAP). Compliance is often viewed as a checklist. Automation is easier here because processes are often already documented and rigid.
- Tactical Advice: Focus on self-service. NA stakeholders prefer not to interact with humans if a bot can solve it faster. Push for aggressive automation targets (e.g., 80% touchless processing).
Europe (EU): Quality & Compliance
- Market Maturity: Mature but fragmented. The 'Atlantic Divide' is real. There is a strong cultural preference for quality and relationship over raw speed.
- Regulatory Environment: Principles-based (GDPR). Data privacy is paramount. You cannot simply 'lift and shift' data to a low-cost center without strict controls. Works Councils in countries like Germany and France have significant power over changes to working conditions, including automation that might displace roles.
- Tactical Advice: Engage Works Councils early (6-9 months before go-live). Frame automation as 'augmenting' staff, not replacing them. Ensure your intake tools facilitate local language support and adhere to strict data residency (data must often stay in the EU).
Asia-Pacific (APAC): Growth & Complexity
- Market Maturity: Highly diverse. Ranging from mature hubs (Singapore, Australia) to high-growth, high-complexity markets (India, Vietnam, China).
- Regulatory Environment: Volatile. Regulations in China (PIPL) and India are evolving rapidly. Cross-border data transfer is a major hurdle.
- Cultural Considerations: High context cultures. Relationships matter. A purely ticket-based system may fail if it eliminates the personal touch expected in markets like Japan.
- Tactical Advice: Use APAC not just for labor arbitrage but for 'Skill Arbitrage.' The region produces high volumes of STEM talent ideal for your Automation Factory. Be prepared for higher attrition rates in delivery centers; build robust knowledge management systems to reduce the impact of turnover.
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Proof it Works
Selecting the right technology stack is critical for the 'Business Enabler' model. The market has shifted from monolithic ERP dominance to an ecosystem of orchestration layers and point solutions. Here is a neutral overview of the landscape and how to evaluate it.
1. The Orchestration Layer (Service Management)
This is the most critical missing piece in many GBS organizations. Tools like ServiceNow, Salesforce, or specialized GBS platforms (like Enate or Cora) provide the 'connective tissue' between the business and the back-office systems.
- Build vs. Buy: Do not build this custom. The maintenance burden of a custom intake portal is too high. Buy a platform that offers low-code configurability.
- Evaluation Criteria: Look for 'Multi-Tower Capability.' Can the same platform handle an IT ticket, an HR onboarding request, and a Finance invoice query? If not, you perpetuate silos.
2. Intelligent Automation (RPA & GenAI)
- RPA (UiPath, Automation Anywhere): Essential for structured, repetitive tasks (moving data from Excel to SAP). However, RPA is brittle. If the underlying UI changes, the bot breaks.
- GenAI Integration: The new frontier. Look for tools that can interpret unstructured text (emails, contracts) and trigger RPA bots. For example, GenAI reads an invoice attached to an email, extracts the data, and hands it to an RPA bot to enter into SAP.
3. Process Mining (Celonis, Signavio)
Before automating, you must understand the reality of your processes. Process mining tools connect to your ERP logs to visualize the *actual* process flow, not the *theoretical* one documented in your SOPs.
- Best Practice: Use process mining to identify the 'Happy Path' versus the exceptions. Only automate the Happy Path initially.
4. Evaluation Checklist for GBS Leaders
When vetting vendors, ask these specific questions to avoid 'vaporware':
- Integration: 'Do you have pre-built connectors for our specific ERP instance (e.g., SAP S/4HANA)?'
- Taxonomy: 'Does your platform come with a pre-configured service catalog for Finance/HR, or do we have to build it from scratch?'
- Regional Compliance: 'How does your tool handle data residency requirements for our EU operations vs. our APAC operations?'
- Pricing: 'Is the model based on named users (agents) or transaction volume?' (Transaction volume is often better for scaling).
Common Pitfalls
- Over-customization: Trying to force a SaaS tool to match a legacy broken process. Change the process to fit the tool's standard, not the other way around.
- The 'Silver Bullet' Fallacy: Believing one tool will solve everything. You need a stack: ERP (Record) + Service Management (Engagement) + Automation (Action).
FAQs
How long does it take to see a return on investment (ROI) from a GBS transformation?
Typically, organizations begin to see operational savings within 12-18 months through labor arbitrage and initial process standardization. However, for the 'Business Enabler' model described here (involving unified intake and automation), 'Quick Wins' can be realized in 3-6 months. Full ROI, where value creation exceeds the cost of transformation, is generally achieved in 24-30 months. The key accelerator is the 'Automation Factory' approach; by tackling micro-automations early, you can fund the larger transformation through immediate efficiency gains.
Should we prioritize a 'Big Bang' implementation or a phased approach?
Data overwhelmingly supports a phased approach. 'Big Bang' implementations in GBS have a high failure rate due to the complexity of managing change across multiple cultures and functions simultaneously. Start with a 'Lighthouse Pilot'—typically a high-volume, low-complexity area like Accounts Payable or IT Helpdesk in a single region. Prove the model, iron out the intake taxonomy issues, and then roll out sequentially to HR and other Finance functions. This builds momentum and creates internal case studies to win over skeptics.
How do we handle the 'Atlantic Divide' when trying to standardize processes globally?
Do not aim for 100% identical processes. Aim for 'Harmonization' rather than 'Standardization.' Define a Global Standard Process (the '80%'), but explicitly design and allow for 'Regional Deviations' (the '20%') required by law or works councils. Use your technology platform to manage this: the core workflow is the same, but the system triggers specific sub-flows for GDPR compliance in Europe or tax compliance in Brazil. This respects regional needs without abandoning the global model.
Is Generative AI ready for GBS, or is it just hype?
It is past the hype cycle and into early practical application, but use cases must be chosen carefully. GenAI is not ready to make final financial decisions (audit risks are too high). However, it is highly effective for 'triage and draft' use cases: categorizing incoming emails, summarizing long contract documents, or drafting responses to common employee queries for HR. Deloitte's 2025 survey identifies GenAI as a 'crucial change agent.' Start with internal-facing 'Copilots' to assist your agents before unleashing customer-facing bots.
Do I need to hire new talent to run this modern GBS model?
Yes. The profile of the successful GBS employee is shifting from 'transaction processor' to 'exception handler' and 'data analyst.' You cannot rely solely on attrition and replacement. You must invest in upskilling your current workforce, particularly in data literacy and basic low-code automation skills. Additionally, you will likely need to hire specific specialist roles that may not exist in your org today, such as a GBS Data Architect or a Customer Experience Lead.
18-30 months → 12-18 months
Transformation ROI Timeline
Accelerated by prioritizing 'Quick Win' micro-automations early in the roadmap.
40-50% → 80-90%
Touchless Processing Rate (AP)
Achievable through unified intake and GenAI-driven invoice data extraction.
3.5 / 5.0 → 4.5 / 5.0
User Effort Score (Internal)
Improved by moving from email-based interactions to a transparent service portal.
85-90% → 98%+
SLA Adherence (Global)
Requires real-time visibility and automated workload balancing across regions.
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