Capacity can be purchased. Capabilities are developed. The most important decision in a modern GBS model is not what to outsource, but what expertise to keep.
All in GBS Operating Models
From Managing People to Orchestrating Intelligence: The Next Evolution of Global Business Services
For decades, GBS leaders optimized processes around people. The next evolution requires something far more fundamental: redesigning the operating model around intelligence itself.
KPIs: From Measurement to Meaningful Decisions
What you measure matters less than how it connects.
Do Global Business Services Need to Operate 24/7?
Global Business Services are often expected to operate around the clock, mirroring a world that never stops. Yet continuous service is not a sign of maturity. True performance comes from designing operating models that align with the nature of each process, not from extending them uniformly across all hours.
Outsource or Not
Outsourcing is not a binary decision. It is a structural choice that defines how Finance creates value, balances control with efficiency, and positions itself within the enterprise.
Scorecard as a Strategic Steering Architecture for Global Business Services
Global Business Services operate at the center of interconnected flows of activity, demand, and accountability. Much like a coordinated system of converging pathways, effective leadership requires balancing multiple priorities while maintaining a clear strategic core. The scorecard provides the structure to translate this complexity into disciplined, measurable direction.
Global Business Services Partnering Operating Model
From Efficiency Engine to Strategic Partner
Moving Up the Value Curve
A reflection on how Global Business Services create impact over time.
The Blueprint to Excellence
A management perspective on Global Business Services (GBS).
Cracking the Code of GBS Evolution with the Theory of Constraints
As Global Business Services continues to evolve under rising strategic and operational expectations, an important question emerges: what truly limits its progression into a strategic value driver, and how can these constraints be systematically addressed?