Let’s begin by looking at lenses we can use from market and business complexity categories to analyse the data, define the tiering system and drive insights into the targeted operating and sourcing model.

In the evolving landscape of Global Business Services (GBS), a significant paradigm shift is evident as these organizations increasingly adopt project-based or project-oriented operational models.

Transformation programmes are complex, multifaceted initiatives that require careful planning, strategic vision, and adaptability. Leading such programmes involves making critical decisions that can significantly impact the success of the transformation. In this article, we propose a few scientifically grounded techniques for making better choices when steering transformation programmes: 1) zoom in and zoom out 2) seek an outside frame of reference 3) reframe the situation and 4) be ready to pivot.

How should leaders within Global Business Services (GBS) navigate the strategic evolution of their organizations? The implementation of a scorecard as a strategic framework provides a comprehensive approach to steer the GBS organization. This framework elucidates the governance structure of the GBS organization, assesses the performance of process owners, and clarifies the prioritization of objectives.

For over two decades, organizations globally have leveraged shared services to optimize processes, enhance controls, and reduce costs. While these benefits remain relevant, the expectations for leading Global Business Services (GBS) organizations have significantly increased. Mature GBS organizations now provide strategic value in specialized areas such as tax compliance, statutory reporting, project controlling, and credit management; alongside strategic initiatives in project-based operations, change management, and innovation, beyond traditional cost and operational efficiency gains. Consequently, key stakeholders and business partners perceive GBS as a strategic ally rather than merely a transactional processing center. With the maturation of GBS, the Partnering Operating Model is becoming increasingly strategic.

Global Business Services (GBS) significantly influence operational models and process sourcing across corporate functions. By establishing Centers of Expertise (CoE) and collaborating with global business process outsourcing (BPO) organizations, GBS creates substantial strategic value, fostering efficiency, innovation and digitalization of business processes.

Business Process Outsourcing (BPO) has become a strategic tool for organizations seeking to enhance operational efficiency, reduce costs, and focus on core competencies. However, the success of BPO sourcing model largely depends on effective governance. The governance of BPO services is crucial for creating strategic value, ensuring process effectiveness and efficiency, and enhancing the operating model by maintaining ownership and accountability within the relevant corporate functions.

In recent years, the topic of change has gained significant traction in both academic and empirical fields. Rapid evolution in business and social environments compels companies, societies, and individuals to continuously adapt and innovate. This necessity for constant development has made change a recognized norm across all industries and markets, transforming continuous change management into a critical component of organizational ecosystems.

The nature of the Global Business Services (GBS) function can be better understood by addressing a fundamental question that has gained prominence due to recent digital advancements:

What do we really want to achieve?

Many organizations today are project-based or project-oriented, and these organizations are strongly connected to corporate strategy. Indeed, the role of project-based operations is 1) to implement corporate strategy 2) to translate this strategy into programmes and projects and 3) to create a competitive advantage for the organizations. In that context, we ask two questions: 1) Do the business operations design parameters apply to project-based operations design? and 2) What changes are required to make design parameters work effectively at project-based operations?

In recent years the topic of transformation has become increasingly important and sparked interest in both academic and empirical fields. Business and social environments are changing quickly and encouraging companies and societies to find new ways to adapt and change frequently. Transformation programmes have become common in all industries and markets -- continuous transformation is a new normal ecosystem.

In this article we introduce critical success factors by which leaders can frame contracts and deliver expected results. Addressing those factors can enable partners to achieve their objectives.

Global businesses have an enormous impact on nations and communities across the world. Business leaders are creating social value by expanding globally and partnering with cross-border institutions.

In this article we propose a few simple techniques for increasing the efficiency and effectiveness of risk management in business partnering engagements: 1) planned opportunism 2) collective reflection-in-action 3) multi-frame thinking 4) emerging opportunities and 5) reporting framework – partnering philosophy.

Reliance on planning and forecasting has mushroomed since the dawn of the computer era. Data flows freely up and down the business hierarchy, greatly enhancing leaders’ ability to oversee performance and respond in real time. Nonetheless, there are still substantial problems in both theoretical and practical development of planning and forecasting; examining these problems carefully will inform future research.

Having a proper operating model is a key prerequisite of business success, a starting point for making organizational design decisions. The model first works as a spine to frame relevant business processes and governance environments. Second, it brings transparency to organization structure. Third, it allows businesses to create effective motivation systems and management practices. Finally, the model enables companies to pursue a deliberate set of business priorities.

“The soul is here to find its own way -

to do what’s next, to experience.”

- William Ayot

Many businesses face liquidity crises; the list is growing fast and becoming endless. What causes this brutal phenomenon? There are no easy answers. Here we aim to introduce an approach by which leaders can minimize liquidity management risk and enrich the experience of key stakeholders. A sophisticated approach in governing order-to-cash (OTC) process is an essential prerequisite for achieving and sustaining success.

Despite the rapid development of transformation management field theories, tools and techniques, only a handful of change efforts have in fact been successful. We therefore find it necessary to introduce a framework by which leaders can enhance a transformation programme and deliver expected results.

“Like a pilgrim or a mendicant, I have moved on.

I have no right to inhabit your dreams,

to loom like a shadow on your patch of sunlight.”

- William Ayot