2021 Global Shared ServicesandOutsourcingSurveyReportDeloitte ContentsForeword3Key findings4Scope and caoabilities7Talent models13Gecgraphy16Future of GBS19Conclusion24 ForewordService dlclivcry models are always evolving. For the world's largest companles, there's an Increasing shifit to leverage glcbal,multifuncticnal, and virtual or remote models, especialy driven by learnings fron COVID-19. These organisations are prioritisingareas across work, workforce, and workplace to be successful in furthering the value which snared services and outsourcingfunctlonal scope, they are developlng spcclallsed capablltles such as analytics, reporting, digltal, andl enhancing the customerexperience. These sharec and global business services (GBS) constructs are creating an environment where new cepabilit es canbe rapidly adopted to position their custorners for successOrganisations are changing the way they look at talent, incorporating diversity witnin thelr lesdership, driving, better emplcyeeexperience and culture, anc focusing on work/life balance and flexible practices as key strategies for retaining talent.rapicly changing geopoliti cal conditions (e.g. COvID-19 and Brexit) as they seek to provide nimble and value-added services, abetter custormer experience, and high-irnpact business outcornes. 2021 survey witnessed record participation01~600respondentsa58%increasefrom201929%Consumer15%105%4602retcwongconsumerroducrsHospitGilyAutoriotiveSurvey had respcnses from leaders in 45 countries.sasincsa].augEOwith S5C locations aCroSS ~75 different countriesand industrial prodlucts29%15%10%4%inaustr/o/pncductsPower04Survey Included leacers based not only In parentTechno'ngy.目organisations, but also in ssC organisationsmecdia, and telecom9%4%13%TecinologyTelecam cod medioacross global centreLife sciencesano health care9%4%06About 56% of the respondents represented13%C.jfe scincesHeoeh cancornpanies that had at least s5B in revenueFinancial services11%11%3%3%Consumer andenergy,resources,andindustrialBar.kirginsurarceRea/ estare2三products showed leading participation, contributingGcvernment andmore than 5o% of responcentspuolic services4%hgherndocanior Key findingsKey themes from this year's survey01Functions and capabilities scopeBenefits02Finance, HR, and IT remaln as thc top three furctionsSSCOrganlsatlons are beg/nring to rcalse greater bcncits from RPA implementatlon, wlth 20%per fered in shared sarvices centtes acruss riduslliesrealising belween 20% and 40% >evirigs (up [rom S% in 2019)1 Finenceheve rnoved beyond th= batk office tc in:lute incre2 HRProcess efficiency and standardisation has overtaken cost reduction as a primarycbjective for mvest ng in GR5, and more organisations have adopted the d gjtal agendsEOspecallised industry areasGRS fnatprint for procurement and customer service3 Cost reduction arid process efficiency and standardisation hiave been the ncst Largibleand call centres has increased the most s nce 2019Outsourcingand attalrabie bencits achleved04GES orgenisatlons are looking at Implementing1Lapabilites such ss analytics, process excellencepaatpe saanzalqoprogramme management,reporting,and RPA88% Cost reduction78% Stanclardlisation and3 Payrollprocess eficiercy63% Business value052=Organisationstructureand talentFuture of GBS06Multifunctional (more than three functions) rantinues to he the most prevalent SsC mcdeR.uilding analytics and reporting capabilities in order toTop enablers:acrnss nd:trirFositlon GB5 to dirive higher valuceDrganisetions are increas ngly emp:hasis ng development of strong culture, well-being, and1 Autortstcr☆flexible work practices in the fight for talent, with financials beine table stakesuser-centric design ard self-service capab lities2 Single instance ER2☆Contingent workforces, part-time employees, ond remote work practices remaln theFurthering savings achieved through RPA andtop three ron:raditionsl talerit mcdeautomation by ernployng ncre courdinated, less siluedapproachesuauaSeurw4 cloudShifting workplace and workforce strategyto morehybrid dellivery models with a focus on dcveloplng vlrtual/1ernote work stt aleg/es dric leversging locslion sgr ustic. hiring About the surveyKey attributes of successful GBS organisations01More than 50% of organisations are achieving their objectives. These successful GB5 organisations are:02ImplementingbothsharedservicesandoutsourcingmodelsAdopting newapproachesto talent~65%of successful organisatic ns include67%outsourcers in their cielivery mcdelare bulding cont inuous improvement and innovaticn into talent programmes0359%are leveraging contingent workersIncorporatingdiversityintotheirleadershiproles04>80%have about a third of their leadership teamcomposed of mlnoritles and vomenMultifunctional in scope, with Finance the most commonly implemented in SsCsEmbracing digital transformation as a strategic agenda0694%57%54%52%72%55%53%ImplementedHave 3 singleHave cloud/FinanceHRProcuremertITRPAinstanice ERpAW5 Scopeandcapabilities02 Scope a