Building GBS Leaders of Tomorrow

It is not the strongest of the species that survives, not the most intelligent that survives. It is the one that is the most adaptable to change" by Charles Darwin

In today’s rapidly evolving global landscape, the need for resilient, adaptive, and innovative leaders has never been more urgent. The concept of leaders of tomorrow resonates deeply within the realm of Global Business Services (GBS), a sector that thrives on transformation, integration, and value creation. The leaders of tomorrow’s GBS are not just experts in operations and making it efficient but they must get ready for tomorrow. What made them leaders today will not survive in tomorrow’s world. Traditional leadership qualities, such as vision, empathy, and communication, remain essential but are no longer sufficient.

The new breed of leaders has to be tech-savvy visionaries, capable of navigating complex ecosystems, leveraging technologies, and fostering collaboration to create sustainable competitive advantage through the creation of new profit pools, innovating incremental revenue, improving cash, and being customer-obsessed.

So, what sets them apart? To make it a quick read, I've outlined just 5 key capabilities (not an exhaustive list) that GBS leaders of the future must develop to stay ahead of the curve. These insights aim to provide a practical lens on how budding leaders can adapt, thrive, and drive value in the future of GBS.

They are Tech-Savvy Innovators

In the age of generative AI and Metaverse, Tech paralysis, or the overwhelming fear and uncertainty that arises from the rapid growth of technology in the workplace, can affect even the most seasoned GBS leaders, who can go into the loop of end-to-end process ownership and improvement discussions rather than thinking from a zero base. Tech-savvy leadership is not about becoming a technical expert but understanding and leveraging technology to enhance decision-making, optimize processes, and create value.

This type of leadership is characterized by the ability to understand the strategic value of technology and integrate it into the decision-making process, fostering a culture of possibility mindset, and adaptability. Organizations generate and collect vast amounts of data daily, but the ability to harness this data effectively separates successful leaders from the rest. Tech-savvy leaders understand the power of data analytics in uncovering cross-functional insights that drive strategic decisions. They recognize that data can reveal trends, predict outcomes, and provide a solid foundation for making informed choices. This involves encouraging experimentation, embracing failure as a learning opportunity, and empowering colleagues to explore new technological solutions. Here are some tips:

1. Paralysis: The first step in overcoming tech paralysis is to adopt a growth mindset. This means embracing the idea that your abilities and knowledge can be developed through micro-learning. Instead of viewing technology as a threat, see it as an opportunity to learn and grow.
2. Test and learn: When it comes to adopting new technologies, the sheer number of options available can be overwhelming. To avoid paralysis, start small (test and learn) and focus on one or two key initiatives at a time.
3. Partner: Never be afraid to seek out external expertise when needed. This can include working with consultants, partnering with technology vendors and attending conferences.
   A GBS leader of the future not only asking the right questions of Technology but also questioning answers that Technology is providing.

They are Global Thinkers with Local Insights

GBS hubs operate globally across continents, requiring leaders who can think globally but act locally. They appreciate the nuances of different markets, cultures, and ever-changing regulatory frameworks. Nurturing a workforce with a “global-local” mindset is vital to enable GBS to succeed in a world that, despite some pockets of rising nationalism, is becoming ever more interconnected.

While a global mindset can apply to individuals and organizations, it is generally defined as having a shared purpose, a vision to create shareholder value, responsiveness to local culture, and the transfer of knowledge. A "global-local" mindset in GBS involves the subtle difference of having the ability to develop many local mindsets across its regional hub and to understand how these interact with the GBS’s overall business vision and mission. A “global-local” mindset can also be useful when balancing the efficiencies of global HR processes or models with the needs of different local environments.

For example, a GBS may want to use talent selection processes that have international validity in predicting performance but may encounter challenges in new talent recruitment markets where the metrics and drivers of employee performance vary. Benefits and rewards are another area where a global one-size-fits-all may not be the ideal solution — a prime example of where a “global-local” mindset can come into play. Benefits and rewards systems, where the core values or outcomes are set globally but have flexibility in how they are implemented locally, can be critical to attracting and retaining local talent. Here are my tips:

1. Be flexible: Be open to change and adjust your behavior to different cultural norms and expectations.
2. Be curious: Ask questions to gain insights into global work.
3. Be patient: Allow local processes to unfold at their own pace, a pace at which the organisation can consume.
4. Focus on finding solutions: Don't get caught up in analysis or brainstorming, but instead focus on identifying solutions to problems. 

GBS Leaders of tomorrow must harness this diversity to drive innovation and maintain compliance while addressing the needs to the local market.

They are Sustainability Champions

Sustainability is no longer optional. GBS leaders of tomorrow embed environmental, social and governance (ESG) principles into their strategies. They are uniquely positioned to make significant impact. With their cross functional reach, technological expertise and access, GBS leaders can embed sustainability and ethical practices into their core business operations. Becoming a sustainability champion is an ongoing process that requires commitment, continuous improvement, and a genuine dedication to making a positive impact on the environment, society, and the economy. Driven by their strong values, a GBS leader must make bold moves that focus on the impact of the organisation on the next three generations, rather than the next quarter. Here are my tips:

1. Sustainability through Operations: By implementing energy efficient systems, using renewable energy in their hubs, adopting hybrid work models to reduce carbon emissions, GBS leaders can lead by example. Through sustainable Procurement, collaborating with GBS suppliers and partners to drive eco-friendly practices GBS leaders can make conscious choices. Leveraging digital transformation by transitioning from paper based to intelligent digital workflows and finally bringing Data Analytics and Reporting to the forefront through advanced analytics to monitor and report ESG metrices across the Group as a centre of excellence ESG can become a key pillar in the GBS model.
2. Social Responsibility: Empowering communities and employees: GBS leaders have now the tools and influence to foster social well-being both internally and externally. By creating an inclusive hiring practice, leaders can promote gender equality and support underrepresented groups into their workforce. Leaders can develop programs that prioritise mental health, skill development and wellbeing. They can drive community engagements such as upskilling local underprivileged youths.
3. Culture: GBS leaders will need to foster a culture of integrity by holding its leaders accountable for aligning operations to ESG goals.

They are Agile and Resilient

A resilient GBS don’t just bounce back from misfortune or change; they bounce forward. They absorb the shocks and turn them into opportunities to capture sustainable, inclusive growth. When challenges emerge, GBS leaders and their teams in resilient GBSs quickly assess the situation, reorient themselves, double down on what’s working, and walk away from what’s not. Here are my tips on Agility and resilience in leadership:

1. Mindset: The first aspect of agile and resilient leadership is mindset. Mindset is beliefs and attitudes that shape how you perceive and respond to crisis or change. An agile and resilient mindset is one that embraces learning, explores possibilities, and is ready for change. It is open to feedback, experimentation, and innovation. It is also optimistic, confident, and resilient in the face of setbacks and failures. To cultivate an agile and resilient mindset, a GBS leader must challenge one’s assumptions, seek diverse perspectives, and embrace uncertainty.
2. Vision: The second aspect of agile and resilient leadership is vision. Vision refers to the ability to create and communicate a clear and compelling direction for the leader and for others. To develop an agile and resilient vision, a GBS leader must clarify the why, what, and how, and share it with their stakeholders. Because during crisis its not just about GBS vision but the ability guide and support the enterprise during difficult times.
3. Behaviour: The final aspect of aspect of agile and resilient leadership is behaviours. Behaviours refer to the actions and habits that demonstrate a leader’s mindset, vision, strategy, and skills. An agile and resilient GBS leader exhibits behaviour that are consistent, authentic, and positive. Positivity the creates sparks of energy. They also model and reinforce the behaviors that they expect from others. Some of the key behaviours for agile and resilient leaders include non-negotiables, curiosity, creativity, courage, humility, accountability, and empathy.

They are Customer Obsessed

The future of GBS is increasingly focused on the end customer rather than internal stakeholder as it continues its evolution from a back and middle office organisation to owning end to end accountability including customer experience. Therefore having a customer obsessed GBS culture enables the organisation to look at things from an experiential lens rather than through functional silos. Here are my tips:

1. Empowerment: A customer-obsessed culture thrives when employees at all levels feel empowered to make decisions that benefit the customer. Consequently, GBS leaders should provide the necessary training, guidelines, support, and recognition for employees to act effectively. GBS leaders must empower their employees to use their judgment in resolving customer concerns, offering them the autonomy to issue refunds, provide discounts, or escalate issues when necessary to ensure customer satisfaction. The contact centre colleagues in GBS comes right at the forefront of decision making, which in traditional GBS never the case.
2. Every feedback is a gift: Every Customer contact is an asset that should inform strategic decisions. GBS Leaders need to establish robust mechanisms for collecting and analysing feedback by leveraging data science. More importantly, they must act on this feedback to drive improvements in products, services, and processes and consequently reduce unwanted customer call volumes. By doing so, they demonstrate that the organisation values customer input and is committed to continuous improvement. When employees see that their leaders are genuinely committed to serving customers, they feel more motivated and aligned with the organisation’s goals.
3. Its Experience not Service: GBS is no longer about delivering a service. Its much more than that. It’s the responsibility of the GBS leader to build experience into the DNA of the organisation. Its no longer about individual functions, its about building a culture around experience.

Building a customer-centric culture is a super-smart strategy that starts with leadership. By articulating a clear vision, demonstrating commitment through actions, empowering employees, incorporating customer feedback, and recognising customer-centric behaviours, leaders can transform their organisation into a customer-focused powerhouse. In doing so, they not only increase their chances of delivering “customer delight” but also drive sustained growth and competitive advantage.

Today GBS has greater autonomy to drive change, take an end-to-end view of processes, and invest in continuous improvement and transformation capabilities. GBS organisations are moving to a two-speed model, where they are expected to manage day-to-day operations while also spearheading large-scale transformations. Companies are now looking for leaders who not only have experience running a GBS organisation, but also the knowledge and skills to drive change. This is only possible with the right skills, knowledge and attributes. The path forward requires not just managing change but leading it., ensuring that GBS remains a vital future-ready pillar of the organisation success!

If you would like to see more great insights from SSON, join our next online event, the Process and Continuous Improvement Virtual Summit.