Inside GBS: What’s Changing, and Why It Matters Now

Global Business Services (GBS) is evolving fast – not just in how services are delivered, but in how value is defined, measured, and enabled. The shift from efficiency-driven service delivery to outcomes-focused, value-led strategies is accelerating across leading GBS organizations, fueled by automation, AI innovation, and an urgent need to close the current skills gap.

SSON Research & Analytics, the leading self-serve platform for GBS and shared services worldwide, has spent the past decade tracking the transformation of this function. Our most recent market research and survey highlights the GBS trajectory, and what today's leaders are prioritizing to stay competitive. We recently hosted a webinar in which some of the survey highlights and research analysis were shared. Talking points are summarized here.

👉 SSON R&A subscribers can download the full presentation slides here: Inside GBS – What’s Changing & Why It Matters

The New Value Proposition: GBS as a Business Enabler

Historically, shared services have been measured by the ability to cut costs, improve operational efficiency, and consolidate processes. But that model is now being redefined through modern GBS.

Our latest research shows a marked increase in organizations using GBS to drive top-line growth. Revenue-generating activities, once a minor part of GBS portfolios, are now a growing strategic priority. According to the data, 21% report that at least half of their GBS activities now focus on supporting business growth, not just cost containment.

Even more significantly, more than half of GBS are beginning to measure the impact of GBS on top-line performance and profitability. This signals a mindset shift: GBS is no longer seen as a back-office function, but as a strategic partner contributing to enterprise goals. For leaders, this means redefining success metrics, aligning with commercial priorities, and expanding the influence of GBS across the enterprise.

🔍 Takeaway: The GBS function must be aligned with enterprise strategy, not just support it. Success means moving the needle on both cost and value.

Automation & AI: Still a Game-Changer, Still Underleveraged

Automation and artificial intelligence (AI) – including generative AI (GenAI) – are central to the GBS transformation story. But despite the buzz, there’s still a gap between potential and practice.
The data shows several key blockers to digitization. The top inhibitors include:

• A lack of digital skills internally,
• Fragmented data ecosystems, and
• Lack of standardization/integrated data.

While many GBS leaders have initiated AI programs or formed AI teams, AI is still not deeply integrated into most operations. That’s a missed opportunity, especially as GenAI begins reshaping how we interact with data, processes, and decision-making.

Looking ahead, leaders expect GenAI to fundamentally reshape the GBS leadership profile over the next five years. Key leadership traits will include digital fluency, strategic influence, and an innovation mindset, placing pressure on current leadership teams to evolve quickly.

🔍 Takeaway: To unlock AI’s value, organizations must overcome operational, cultural, and talent-related barriers and elevate AI literacy at all levels.

Talent: Closing the Skills Gap is a Top Priority

Talent remains the single most pressing issue facing GBS today.
Our research reveals that the biggest talent challenge is not headcount but capability. Specifically, GBS leaders are grappling with how to:

• Upskill existing teams to operate in more digital, data-driven environments,
• Retain top talent, and
• Recruit talent with advanced analytical and technical expertise.

The most in-demand skill sets include:

• Process optimization/automation (37%)
• AI and machine learning (25%), and
• Data analysis and interpretation (23%).

Forward-looking GBS organizations are already investing in reskilling programs, external partnerships, and internal academies. But many admit that progress is slower than needed, constrained by budget limitations and a lack of standardized learning paths.

🔍 Takeaway: Rethink talent as a long-term investment, not just a hiring strategy, with learning at the core of GBS growth.

Why This Matters Now

Taken together, these insights point to a clear transformation agenda. GBS leaders must rethink their operating models – not just to adapt, but to lead in a changing business landscape.

That means:

• Redefining metrics to focus on business value, not just savings.
• Accelerating digitization through deeper automation and AI integration.
• Investing in people, not just technology, to build adaptive, resilient teams.

This isn’t a distant future scenario, it’s happening now. The GBS leaders that succeed will be those who embrace this shift and embed agility, innovation, and value at the heart of everything they do.

🎥 Watch the full webinar:
Inside GBS – What’s Changing & Why It Matters

 
About SSON Research & Analytics
SSON Research & Analytics is the industry’s leading self-service platform for Global Business Services and Shared Services leaders. With 10 years of experience supporting transformation and performance optimization, we provide data-driven insights, benchmark reports, and interactive tools to help SSO and GBS professionals make informed decisions and lead with confidence.