全球商业服务增值的演变

© Oliver WymanEXECUTIVE SUMMARYGlobal Business Services (GBS) are a smart choice for executives seeking to establishbenchmark performance across support activities at their companies.The opportunity is significant: Leading GBS organizations have realized cost reductions ofmore than 30% while improving the business, and they expect additional benefits in the nextfiveyears.Main trends shaping the 2030 GBSopportunity:•Increasing scope and value of the service portfolio:GBS will expand functional scopeand share of higher-value services. Meeting demands beyond cost efficiency will reshapethe role of GBS towards becoming a real partner to thebusiness.•Transforming work with AI and embracing the disruption:AI is the driving forcebehind the next productivity leap. GBS are best positioned to be the catalyst realizingthese benefits at scale if they embrace thedisruption.•Re-calibrating labor arbitrage and talent opportunities:GBS of the future create valueby providing access to global specialist talent. GBS must become great places to workwith exciting career opportunities. Labor arbitrage considerations remain relevant yetcomesecond.Five critical success factors are key to capture full value when building GBS from scratch ortaking existing operations to the next level. © Oliver WymanTHE GLOBAL BUSINESS SERVICES OPPORTUNITYMany companies spend significantly on their support activities, which they can no longerafford in today’s permacrisis market environment. Softer demand and increased wagescreate an imperative to cut cost. General and administrative expenses related to the backoffice are increasingly coming into focus. Often, the business is also dissatisfied with thequality of the services provided and perceives them as low value formoney.Leading companies have adopted Global Business Services (GBS) in recent years to addressthese challenges and demonstrated success. It is possible to achieve better outcomes withlower cost, and in fact, move from overhead to value add in support activities. GBS bundleactivities of support functions such as Finance, HR, IT, Procurement, and increasingly alsoSales and Marketing, as well as Operations and Engineering in a dedicated organization thatdelivers transactional and expertise-based services to thebusiness.GBS are fundamentally different from traditional shared services constructs. They operateat scale and create significant value to the business beyond efficiency, with an advanceddelivery model that maximizes global benefits. Improvements in efficiency and effectivenessare driven by a combination of levers: GBS organizations bundle activities, manage demandfrom the business, leverage global talent and labor arbitrage from an optimized footprint,outsource tasks that others can provide better, and drive end-to-end process optimizationand digitization with dedicated attention (see Exhibit1).Today, GBS organizations are already the means of choice for companies seeking efficiencyand effectiveness benefits in the back office. In fact, it is hard to get around GBS if you aimfor leading service quality and benchmark cost performance. We observe an increasingnumber of companies entrusting more end-to-end ownership for support activities to theirGBS organizations. The opportunity is significant: Leading GBS organizations have realizedcost reductions of more than 30% while improving the business, and they expect additionalbenefits in the next fiveyears.Yet many companies have not tapped the full potential from GBS. Some C-suite executivesare still wondering whether and how GBS can add value to their specific business. Those whobuilt shared services in the past are sometimes dissatisfied with the results and would like totake the operations to the next level to elevate performance.Leading GBS organizations have realized cost reductions of morethan 30%while improving the business, and they expect additionalbenefits in the next fiveyears. © Oliver WymanIn fact, it is not easy to build world-class GBS. Whoever is embarking on the journey nowor taking the next step, should consider the trends shaping the opportunity ahead andlearn from the experience of those who have done it successfully. We have spoken withmany CEOs, CFOs and GBS leaders over the past months to distill the most relevant trendsand critical success factors from their experience and ours, which are summarized in theremainder of thisreport.When building our GBS, we put every single activity to the test.We radically ask ourselves: Why not move this one to GBS?Head of Global Business Services, TechnologycompanyExhibit 1:GBS levers and associated efficiency and effectivenessbenefitsGBS leversEfficiencybenefitsEffectivenessbenefitsBundleEconomies ofscaleEconomies ofscopeManage demandDoing lessLeading servicequalityOffshoreLabor arbitrageAccess to talentOutsourceCost-effectiveownershipFlexibilityImproveLean standardprocessesEnd-to-endexcellenceDigitizeAutomationInsightandvalue-addedservicesSource: Oliver Wyman analysis © Oliver