Global business services or GBS, which include shared services and outsourcing, are often used by leading enterprises to streamline multiple departments. A unified enterprise network can facilitate greater efficiency and effectiveness in service provision. The GBS guarantee is to help businesses accomplish more with less by integrating information from different departments, locations, and industries to produce actionable predictions that improve both the customer and employee experience in record time.
By consolidating services into one location, businesses can reduce costs, improve efficiency, and increase customer satisfaction. Additionally, centralized service delivery models can help companies scale their operations by integrating additional services with the original offering.
Global Business Solutions offers a variety of centralized services that can help businesses achieve these goals. These services include marketing, global procurement, financial management, and global reporting. Global marketing provides companies with the ability to market their products and services to customers around the world. Global procurement helps businesses to procure the necessary supplies and materials needed for their operations. Financial management helps businesses to manage their finances in a consistent manner across multiple locations. Global reporting provides companies with detailed information about their performance across all locations. Some potential benefits of centralized service delivery models include:
-Reduced workload for employees: With fewer processes to manage, employees can focus on more important tasks.
-Improved communication between departments: Departmental interactions can be streamlined through effective communication channels.
-Reduced need for redundant processes: Centralized service delivery models allow for the elimination of unnecessary steps and procedures. This can lead to greater efficiency and cost savings.
-Standardization of services across an organization: By standardizing services, organizations can improve customer satisfaction ratings and foster a sense of team culture.
Characteristics of Centralized GBS Service Delivery Models
There isn’t one single way to set up these global networks. However, most GBS companies share certain traits:
Services Spread Out Globally
They have a worldwide clientele to whom they provide their services. Services are spread across various nations via regional hubs, country hubs, or even entirely decentralized site-specific sites, depending on the business unit or local consumer locations.
Centralized Decision Making
They answer to one person who oversees the entire budget. Decisions in an accurate GBS model are made by a single owner according to a single mindset and using a single, unified delivery strategy. Businesses might centralize several processes within the GBS framework to cut costs, and this advantage is readily apparent to many global business service consumers.
There is a high degree of interdependence regarding physical and technological resources. Global business services strive for maximum service delivery efficiency by maximizing their global operations’ effectiveness. While certain services are provided worldwide, others may only be available with localized assistance. All possible technological infrastructure is shared among all nations.
They include accountability for the entire cycle of a process. If global support procedures are mapped out from beginning to end, a single process owner can standardize and automate the underlying process in every country. Procure-to-pay (supply chain and accounting) and hire-to-retirement (human resources and finance) are two examples of cross-departmental end-to-end processes that offer advantages beyond those available inside a single function (human resources and accounting). Multinational GBS firms are no strangers to cross-functional process management.
Centralization of Service Delivery Models
A central organization provides global business services under a unified model. Companies employ this method frequently to keep tight control of their operations and standardize procedures worldwide. However, if it is not executed correctly, it might cause difficulties in communication and cooperation.
Businesses might centralize several processes within the GBS framework to cut costs. These days, in the age of internet commerce, they care most about efficiency and quickness. While GBS managers are accustomed to evaluating their employees based on how much money they save or how efficiently they operate. They should also focus more on how happy their customers are and how they can meet their changing demands with new and exciting offerings. True, GBS teams should view consumers as strategic allies rather than passive recipients of their services. In turn, GBS must be viewed by the heads of business units and functional groups as a value generator, not a drain on resources.
Using Cloud-based Tools
Global Business Services such as software development services are a paradigm adopted by over a thousand global corporations. GBS teams increasingly use cloud-based case-management tools, cognitive-processing technologies, and improved analytics to standardize client interactions and monitor progress.
For instance, one organization has built an intranet “storefront” for its services, complete with service catalogs, databases for sharing expertise, and real-time data on progress requests and usage patterns. Other GBS groups are exploring the potential of emerging technologies like AI and ML to develop “chatbots” that can provide end users with tailored, conversational support.
Most GBS and corporate executives now take a different path. They can, however, find aid in the form of technological devices and resources. As part of their strategy, they need to calculate how satisfied customers are. It is essential for GBS managers to regularly check in with the departments they are responsible for and share the findings with their teams. Team members can use this data to evaluate their progress and push themselves to give even better service as they compete for the top monthly or quarterly customer satisfaction scores. Maintaining a regular monitoring schedule can help GBS teams adapt faster to shifting customer requirements.
Companies that engage in GBS expand their offerings beyond the purely transactional, like accounting, to include more strategic ones like planning and budgeting. They incorporate functions with greater values. Centers of Excellence are common delivery mechanisms for such assistance, typically maintained by a small group of experts whose mission is to foster teamwork and standardize procedures within a particular field.