5 Top Tips On GBS Leadership For Digital Disruption

This May, SSON were thrilled to host Shared Services & Outsourcing Week Europe once again, returning for its 24^th edition. Located in sunny Portugal, the week was crammed with thought-provoking discussions, game-changing insights and, perhaps most importantly, an overwhelming sense of community.

The third, and final, day of the event focused on the big ideas, with an array of riveting panels to round off the week. Satish Nair, the Senior VP and Head of Client Partnership at Infosys BPM, moderated the keynote panel GBS Leadership in a Digital-First Era: Shaping Decisions for Disruption.

The session explored the pivotal role a GBS plays in the era of digital disruption, from how organizations can spearhead transformative initiatives to navigating decision-making. Satish was joined by:

• Priyambhu Arya, CEO Business Centre of Excellence at ArcelorMittal
• Sebastian Frey, Managing Director at Kärcher Global Services
• Patrick Franchinard, Vice President - Business Services at Air Liquide
• Florence Mui, EVP, Head of Merck Business Services at Merck KGaA

Although their discussion was full of insights on GBS leadership that supports digital transformation, there are five key takeaways:

Establish Customer-Centricity in the Vision

Often, the role of a GBS is questioned and debated, and this discourse only increases within the current digital era.

However, for Patrick, GBS leaders should remain dedicated to supporting a vision of customer-centricity and efficiency. This overarching goal should guide GBS teams, as they strive to enhance service delivery and streamline operations through digital transformation.

AI as an Enabler, Not the Answer

In today’s business landscape, the topic of digital transformation cannot be discussed without considering AI. Predicted to revolutionize the industry, the technology is often spoken about as a “one-size-fits-all” solution to countless GBS challenges.

However, Florence challenged leaders to reconsider their roles in light of technological advancements. Technology, such as AI, cannot dictate an organization’s next move, but can enable them.  Such technologies mean leaders must influence the mindset of their teams through strategic touchpoints, technological implementation, and employee engagement.

In essence, although AI has great transformative potential, organizations cannot rely on it entirely. Instead, GBS leaders need to prepare teams to leverage the technology effectively.     

Strong GBS Leadership

A key topic throughout the event was positioning the GBS as a partner to the enterprise and avoiding viewing the business as a “customer” of the GBS.

Priyambhu echoed this, and highlighted the importance of positioning the GBS as a transformative leader by integrating closely with IT. For example, at ArcelorMittal, the GBS reports to him regarding financial transformation, not the Chief Financial Officer (CFO).

Sebastian then drew parallels to football, underscoring the importance of assembling the right team and hiring for attitude over skills, as skills can be developed. He stressed the need for a strong leadership team to ensure success, as these teams should act as role models who actively leverage the tools they promote.

Transparency is Key

A consistent theme throughout the panel was transparency. This is perhaps the most crucial takeaway, as strong leadership, business partnership, and efficiency relies on clear communication.

Sebastian noted that managing expectations is crucial to navigating the challenges of digital transformation. Clear communication and realistic goal setting can help align efforts and mitigate potential setbacks.

Patrick concurred, as he emphasized the importance of long-term vision and partnership in achieving collective goals. He advocated for collaboration and shared vision to ensure everyone is working in the same direction.

Educating the Workforce

Finally, the panel noted that any digital transformation depends upon an organization’s most important asset, its workforce.

Florence proposed shifting the focus from traditional roles to capabilities. She noted that understanding digital transformation varies widely and stressed the need for clarity and education on digital concepts. By understanding and quantifying digital concepts, through tools such as data analytics and integrated process visualization, organizations can drive digital literacy among the workforces. Florence called for open-mindedness and radical thinking to embrace new developments while challenging existing boundaries.

Patrick highlighted that failure is also a prime teaching moment, discussing the necessity of tackling negative outcomes proactively, Organizations should focus on the bigger vision and place people at the center of the strategy, as “failure is part of the game.”

Looking to learn more about digital transformation? Join us at this year's Intelligent Automation World Series, where industry leaders will delve into the transformative power of cutting-edge technologies. Key topics include navigating the plethora of automation tools, harnessing generative AI, transitioning from automation to full autonomy, and the crucial role of master data management. Don't miss this opportunity to stay ahead in the rapidly evolving landscape of intelligent automation!