12 Lessons Learned From a GBS Leader

I’ve had the privilege of building and leading several GBS organizations over my career.  Recently, I have been reflecting upon the journeys I’ve been through and what I’ve learned along the way.  I decided to share my experiences and perspectives for those on the journey or just embarking.  Frankly, these lessons are applicable to ANY global operator leading a function, not just GBS.  So if you’re starting a GBS journey, rebooting a GBS in operation or leading a global operation, here’s some ideas to consider.

1. Start your GBS journey with a listening tour.

2. From the start, position your GBS as a value creating capability, not a low cost labor play.

Avoid digging yourself out of a hole later on when you’re GBS brand is a low cost transaction processor.

3. Build a project management office with global reach capable of leading transformation projects and delivering solutions from concept to project closure. You’ll need full time resources to drive the project.  Delivery teams can play a part time role but can’t do both well. 

Show the proof that GBS is a capability enabling business transformation, not just a transaction group.  Own your future by having capable resource who can deliver on the vision.

4. Embrace and teach your teams Service Operations Infrastructure early. It will take time to mature and become engrained in your team’s DNA.  But their understanding, appreciation and ability to leverage service management (I call it Service Infrastructure) will be key to drive GBS performance.  It will also help the business appreciate the value of GBS.  Further, if you interview people from other GBS organizations and they can’t articulate their understanding of service management, question if they are really a GBS professional or know you’ll need to develop them.

5. Develop a Talent Roadmap early in your GBS journey and update it continually.  It’s a living document.  Share it with the global team.  Drive it, measure progress, make it practical.

6. Track and share business case results, key KPIs and value delivered.

7. Outsourcing has a place but you should not abdicate responsibility for outsourced work solely to your Outsourcer.  Manage your outsourcers tightly as their execution effects your GBS brand.

8. Ensure the executive team understands GBS. Most Executives understand IT, HR, Legal etc  but GBS isn’t taught in school. The majority of executives have never heard of GBS.

9. While technology is a key enabler, don’t lose focus on process optimization.  It is the building block for digital solutions.

10. The integrated delivery model is the best way to control your GBS’s brand and ensure delivery results align with your vision.

11. Make operational reviews part of your team’s DNA.  I can’t stress this enough.

12. The Global Process Owners model works.  It just needs the right people, a model that fits your company, focus and patience to evolve.

As a partner at Monomoy Advisors, one of my roles is to support clients who need help transforming processes including setting up GBS models.  If you find yourself wanting some help from someone’s been in the seat, please feel free to reach out to me @ jgoldstein@monomoyadvisors.com.

Good luck in your GBS journey.

Jeff