The future will belong to GBS organizations that can combine technology, process, governance, data, and talent to drive execution.
Principal Deborah Kops joined Tony Saldanha and Tim Palmer of the APEX GBS Standards Committee to discuss GBS talent. Listen for insights on the state of the talent market.
Most transformation programs don’t fail because the ideas are wrong. They fail because no one is truly in charge of the enterprise outcome.
The moment GBS transformation starts moving faster than the enterprise’s comfort zone, the functions and the business clutch their clipboards and mutter about “stability.” It’s not transformation itself that they fear. It’s altitude.
Reporting line changes signal intent: what the organization wants from GBS now: control, transformation, delivery, or distance from C-Suite.
When does double-hatting work? When does it backfire? And how can GBS leaders use it as an effective tool without turning it into a crutch?
If GBS solves for scale, speed, and experience, then talent is key. With AI reshaping the core of what we do, the hiring model must follow.
For GBS, the HIRE Act is a shot across the bow. If you’re a BPO or GBS that depends on global labor arbitrage, you ignore it at your peril.
if you’re not paying close attention to your CHRO—how they think, what they value, where they draw invisible lines—you’re operating with blind spots. Big ones.
Execution separates the proverbial adults from the children. Outstanding GBS leaders know this and are obsessed with XQ.
by Deborah Kops Here’s a factoid to impress your GBS friends at your next industry meet up: about 60% of all GBS organizations align to the CFO, according to some recent research I conducted with @Everest Group. And in North America, it’s even more prevalent. While the CFO role is increasingly focused on growing and […]
Will BPOs sit up and listen? Should they? Will we start to see their expertise translated into a new value creation model for GBS?
Are you ready to dance your way to GBS success? Be ready to learn when to glide, when to pivot, and when to freestyle…
Global business organizations grow, but they also shrink. Is The Incredible Shrinking Man a parable for the downside of GBS scale and scope?
What’s in a name? is GCC a synonym for GBS? Or a different delivery model? Read on for insights from Deborah Kops.
Here’s a prescription from Dr Deb: ten resolutions that should see GBS leaders through what portends to be a rocky year.
GBS is highly contextual, reflecting culture, strategy and organization. No surprise, then that GBS looks different across the Atlantic.
Do the terms we use reflect what we mean or how we operate? Is the lexicon we commonly use setting up barriers rather than creating a climate of collaboration? Read on.
With Donald Trump set to become the 47th U.S president, what are the implications for global business and shared services?
Is a merger or acquisition (M&A) in your GBS future? Be aware that M&A activity wreaks special havoc on the global business services model, its leaders, and its people.
Given the paucity of leaders in the C-Suite, what does the phrase “seat at the table” actually mean for GBS and their leaders?
Whether the gig is a new build, reboot, or silent-running of an established operation, not taking time to do due diligence is a huge mistake.
As GBS leaders ponder the next steps in their careers, some are finding enterprise career paths limited. Read on to learn what blocks internal moves, and how to navigate.
Will next generation GBS leaders will force a radical rethink of the model, create newoperating models, and perhaps harness the promise of technology?
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