Similar to any other conventional business, you require to be learned the network marketing tips and strategies while you wish to be achieved successfully. Global business services or GBS–it’s a term that’s come to mean different things to different people.
Corporate and branch offices dot the map: Yes, this was a time when the focus was purely growth-driven, and companies believed it was prudent to have local management and local support functions. Then came the global customer, corporate governance and need for compliance: Customers demanded the same experience, irrespective of region or function. Somewhere along the way, the business environment changed rapidly as well–the priority shifted from pure growth to efficiency, effectiveness and profitability.
Finally, the last step in the journey to further reduce costs and adopt a global delivery model was the use of outsourcing.
Which brings us to the heart of what global business services actually is–a source of simplicity, agility, innovation and scalability that companies need, so they can differentiate their services and create competitive advantage that companies need in today’s hypercompetitive business environment. Functions like IT (and sometimes finance and accounting or HR) were managed regionally in a shared services approach. Supply chain heads wanted product visibility, HR heads wanted accurate region-wise headcount and compliance officers got more demanding with each quarter.
This included implementing lean practices and Six Sigma with better tracking of metrics and SLAs.


As companies charted their course from centralisation to global delivery, they saw the potential to take shared services and outsourcing to the next level by blending them to create a truly transformational entity–global business services.
Drawing from my experience of working with many Global 2000 enterprises to chart and implement their GBS vision, here are 10 secrets for a successful GBS organisation. Have a structure that allows evangelisation of service lines to individual lines of business. Embrace benchmarking, and understand what leading organisations are doing where it relates to efficiency or effectiveness.
We enable clients, in more than 30 countries, to stay a step ahead of emerging business trends and outperform the competition. This requires deep understanding of global delivery models, including onshore, near-shore and offshore delivery. Start by considering that GBS organisations should work closely with outsourcing and technology partners and not compete with them. Companies today are partnering with service providers to co-create solutions for that industry vertical or geography.
Priorities change, whether triggered by a change in leadership or new strategies to manage cost, compliance or talent. We help them transform and thrive in a changing world by co-creating breakthrough solutions that combine strategic insights and execution excellence.


In many companies, we’re seeing CIOs take on this responsibility–since they can link technology and business while managing varied expectations. They also need to continuously improve their operations and metrics, and at the same time, evaluate technology opportunities that eliminate work altogether. Whether it is a niche distribution solution for a consumer goods company in the emerging market or a platform for managing the supply chain for an agri-business.
But with an appetite for new ideas and processes that are flexible enough, change doesn’t need to be unwelcome.
As we see the permeation of platforms, it requires the GBS leader to work very closely with business, IT and operations teams to manage large structural changes. Robotic automation may be the flavour of the month, but the reality is that overall process automation and interconnectivity (the Internet of Things) will have a much greater impact on how companies perform core activities.



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