Mind the Gap: Rethinking Roles, Skills, and Talent for the Digital GBS Era

Digital Ambition, Legacy Execution 

We talk a lot about digital transformation, but most teams are still relying on outdated workflows, legacy job descriptions, and manual handoffs. That’s not transformation—it’s inertia dressed up in new tech. 

Consider this: While 70% of survey respondents from SSON Research & Analytics State of Industry survey emphasize the need to boost skills in AI and its subcategories like Generative AI and ML, only 8% of GBS organizations have implemented, scaled, and are currently testing or deploying advanced AI/ML capabilities. The ambition is clear- but the talent model hasn't kept pace.

The Real Gap: Strategic Capability Needs Follow-Through 

It’s clear that GBS leaders are thinking beyond transactional skills. Problem-solving is the #1 priority for recruitment and training, followed closely by digital proficiency, data analytics, adaptability, and process design—all essential for delivering strategic impact at scale.

The intent is strong—but the capability buildout is still uneven. Only 24% are prioritizing AI-specific skills, and areas like change management and stakeholder engagement trail behind. This signals a gap not in awareness, but in execution. We’re starting to invest in the right mindsets—but we haven’t fully equipped teams to lead with them.

The chart below, taken from SSON Research & Analytics' Skills Gap Report, reveals where these capabilities gaps are most visible across end-to-end processes—especially in domains like FP&A, P2P, and R2R, where cross-functional thinking and digital enablement are critical.

The Tech Tsunami Is Real—And We're Underwater

The pace of tech change isn’t slowing. Yet most GBS organizations are behind on capability development.

48% of GBS leaders plan to invest in Generative AI this year—more than ERP, cloud, or even analytics tools. But that momentum isn’t translating into scaled results. As shown earlier, only 20% have scaled intelligent automation, and just 8% are testing or deploying advanced AI. The next wave is already here—but many teams haven’t built the internal maturity to deliver on it.

The Fix: Train Smarter. Build with Intention.

We don’t just need more learning—we need targeted, purposeful learning that maps to how operating models are changing.

At Takeda Business Solutions, that meant going beyond traditional IT-led automation and empowering business users themselves. Their Citizen Automation Community recruits volunteers from across functions and regions, dedicating 20% of their time to learning low-code platforms like Microsoft Power Platform. These employees then build automations tailored to their team’s specific needs—resulting in more agile development and deeper ownership of digital processes. Over 50 citizen developers across nine countries have already migrated and improved nearly 100 legacy automations—proving that transformation doesn’t have to come top-down.

NielsenIQ took a similarly targeted approach. Their Global FinOps Enablement team includes experts in data science and engineering to support a digital-first operations agenda. They’ve launched tailored upskilling initiatives—from Power BI and Excel macros to AI and GenAI awareness sessions—ensuring that even their finance associates are equipped to lead automation and analytics initiatives from the ground up.

Meanwhile, Allianz Services has made continuous learning part of daily work. Using digital learning nuggets, personalized mentoring, and a 70-20-10 learning model, Allianz has committed to 65 learning hours per employee per year, with nearly 20% focused on digital/data fluency. About 80% of their employees have a Personal Development Plan, and change readiness is reinforced by a dedicated network of change agents and senior leader mentoring.

Across all three organizations, one thing is clear: the most effective learning is operational, embedded and strategic. For deeper capability building, the Professional GBS Certification delivers transformation-ready skillsets. Our updated Transformation Management Module includes advanced training on AI-powered process design and Human-AI collaboration—essential for the next phase of GBS maturity. Next cohort starts June 3—don’t miss it!

The New Roles You Need—Now

As new technologies reshape how services are delivered, they also redefine who delivers them. Transformation doesn’t just demand new tools—it requires new roles. Nearly 60% of survey respondents cite AI, automation, digital, and data analytics skills as top priorities over the next 3–5 years. As GBS organizations continue integrating these capabilities, entirely new roles are emerging—long established in enterprise functions, but now essential within the GBS delivery model.

• Head of AI & Intelligent Automation
• AI/RPA Governance
• AI Compliance
• Digital Trainers & Evangelists
• AI/ML Engineer
• Change Management & Automation Adoption Specialists
   

These aren’t future-state roles—they’re already embedded in high-performing GBS teams, often as cross-functional hybrids blending tech, operations, and transformation.

SSON Research & Analytics' Metric Intelligence Hub™ (MIH) tracks how top-performing organizations are resourcing these roles and provides over 150 benchmarks to understand what great looks like across process towers and capability areas.

Barriers to Building the Right Workforce

So what’s holding teams back? The top obstacles aren’t mysterious—they’re solvable.

According to our report, 43% cite lack of time, 24% cite budget constraints, and 16% face resistance to change. Allianz Services cracked the code by integrating learning into daily workflows, using smart digital platforms and peer mentorship, and aligning development with career mobility. Their approach makes learning a habit—not an afterthought. Building workforce capability isn't about carving out time for training—it's about embedding growth into the way work gets done.

What You Should Do Next

• Audit your workforce—not just technical, but strategic and behavioral skills
• Redesign roles for value—not tasks
• Invest in enablers like citizen development and internal digital coaches
• Track and reward learning—and make it visible
• Upskill for AI-native processes—not just automation
   

To support your next step, SSON Research & Analytics offers a GBS Maturity Health Check to help you assess where you stand and what capabilities need to be built next. And through our advisory services, we work with leaders to address urgent questions like:

• What is key in talent management to run a successful GBS?
• What are others doing around skills, location strategy, and sourcing models?
• How do you build a fit-for-purpose learning and development framework?

If you're facing capability gaps or role uncertainty, you're not alone. We’re here to help you move from insight to impact—with data-backed confidence.

Until next time—keep building the capability that drives real transformation.

Naomi Secor, Global Managing Director, SSON Research & Analytics