Work the way you live Deloitte Shared Services Conference 2019 · States, Deloitte refers to one or...

Work the way you liveDeloitte Shared Services Conference 2019

Future of GBS / Operating Models LabAprajita Rathore, Susana Cambeiro-Gesto and Graylin Reif, Deloitte

Future of GBS / operating models lab© 2019 Deloitte Development LLC. All rights reserved.

What is the future of Global Business Services (GBS)?

Transformation Catalyst

Transaction Processor

IncubatorService Provider

Innovation Hub

Digital Enabler Workflow

Automator

Customer Centric

Business Value Creator

Process Improver


• Personalization

• Accessibility

• Collaboration/engagement

Experience

• Data/information availability

• Proactive decision making

• Creativity/innovation

Insights

• Agility

• Standardization & integration

• Automation

Speed

Cost Efficient Growth

Operating Models of the Future will need to deliver three game changing impacts in light of digital disruption…


…requiring a fundamentally different way of operating the basics

Augmented, cross-functional teams

Risk taking, Experimentation

Changed Skillset

Cloud

Robotics

Mobile Apps

Integrated End-to-End

Machine Learning & AI

Measure what matters

Talent and Culture

Delivery & Governance

Process & Technology

Customer Centricity, Design Thinking

Data

Vision and Strategy


GBS models are increasingly becoming catalysts for enterprise transformations leveraging cross-functional data and talent

From Back Office…

• Transaction processor

• Support

• Headcount focus

• Administrative

…to Center Office

• Insights generator

• Strategic asset to the eco-system

• Innovation and integration focus

• Creative career paths

HRFin IT Sales BUs

IT

HRSales

BUs

Fin

GBS

GBS


The next generation GBS is leveraging new ways of working to drive enterprise value

Customers / Stakeholders

Functions External UsersBusiness Units Geographies

Enablement(support functions for GBS / may be supported by GBS itself)

Intelligent Automation

Reporting, Analytics, & Data Quality

Process Excellence & Continuous

Improvement

Change Management &

Training

Program Management& Transition

Management

Knowledge & Content

Management

FacilitiesMarketing & Branding

Customer Experience

GBS Service Strategy & Customer Experience Strategy

Service Management & Governance (Chargebacks, Issue Resolution, Performance

Management, Governance Councils)

Customer Interaction Channels (Business Relationship Management, Workflow, etc.)

Talent ManagementFinance IT & Infrastructure Vendor Management for

Outsourced Services

Operational Services

Risk Management

GBS Brand and Talent Strategy

Quote to Cash, Record to Report

Marketing, Research and Intelligence Services

IT Services

Industry Specific Operations (e.g. customer service, claims)

Source to Pay

Recruit to Retire

Other (e.g. Legal, Sales Operations)

“Capabilities” as a Service to the Enterprise


Reality check – where are you? Where would you like to go?

Insights

Va

lue

GBS

GBS


The first step is to self-assess the current maturity and desired future state of your capabilities…

The extent by which the organization’s vision and strategy are aligned to take advantage of emerging trends and add value

Structures in place focused on improving performance, customer satisfaction, service quality and cost efficiency

The effective management and organization of people to foster a culture of customer service

Key activities and technologies associated with managing processing, customer interactions and operations management

Current State Target State

Strategy

Governance

Organization

Operations & Technology

1 – Limited

2 – Developing

3 – Practicing

4 – Leading

Governance


Key Observations

• A total of 57 survey responses were captured from the conference participant population

• The current average maturity level overall was reported to be 2.24 or Developing

• The average desired future maturity level was reported to be 3.42, on the lower end of Leading.

• Respondents reported Strategy as the smallest gap between current and future desired state, at 1.14points, making this gap potentially the easiest to address. It should also be noted that this dimension had the highest desired maturity level at 3.51.

• The largest gap was reported in the Service Delivery Management dimension, where respondents reported a gap of 1.28. The current maturity level was the lowest of the four dimensions (2.10) which may also make this the most difficult gap to fully address.

Key: 1 - 1.74 Limited 1.75 - 2.49 Developing 2.5 - 3.24 Practicing 3.25 - 4 Leading

… and where “we” are today is reflected in the Conference Survey results

0.00

1.00

2.00

3.00

4.00

Strategy

Service Delivery

Management

Organization

Operations &

Technology

Collective Response

Current State Average

Future State Average

Median Average

Dimension

Collective Responses

GapCurrent State Average

Future State Average

Strategy 2.37 3.51 1.14

Service Delivery Management 2.10 3.38 1.28

Organization 2.20 3.35 1.16

Operations & Technology 2.28 3.45 1.17


With other participants, discuss the gaps you’ve identified between current state and future state and how you might address them

Identify Current State, Future State and Assess the gaps

Instructions

• Identify 3 categories that are most relevant for your organization and rate yourself in the current state and future desired state

Time: 5 mins

• At your table discuss, the gaps you’ve identified

• Why is this category a challenge?

• What projects or initiatives have you tried to address the gap to-date?

Time: 5 mins

• Take 2-3 minutes and make a list of project or initiative ideas that can be implemented in the next 12-24 months (try to write as many ideas as possible!)

• Go around the table and share your priorities. Discuss:

• What types of projects did you select?

• What order might be most effective? Why?

• Are there projects that can address multiple areas?

• What are some constraints you’ll have to contend with to execute?

Time: 10 mins

• Plot them on the 2x2 based on impact and complexity to implement Time: 10 mins


Imp

act

(lev

el o

f d

esir

ed b

enef

its

of

an

in

itia

tive

)High

Low Complexity

(level of difficulty in adoption of an initiative)

Low

High

Initiative#2Initiative#9

Initiative#4

Initiative#5

Initiative#3

Optimal Strategic Benefits

Quick Wins Postpone

Projects can be categorized on the basis of impact and complexity; then roadmaps can be developed to implement selected projects

Prioritizing Initiatives to Close the Gaps

Sample Initiatives List

1. Develop a uniform service

catalog

2. Establish a Customer

Engagement Model

3. Develop a Performance

Management program with

consistent KPIs

4. Define and align on an

enterprise-wide RPA strategy

5. Define and Establish end-to-end

(E2E) global processes and

process owners

6. Identify differentiated

operational talent requirements

7. Formal policy and tool for

sharing knowledge

8. Establish clearly defined roles

and responsibilities, eliminate

hybrid roles

Initiative#7

Initiative#1

Initiative#8

Initiative#6

Initiative#10


Making it happen and bringing it all together

Set the Tone

Get CEO Sponsorship

Leadership & Sponsorship

Create a Brand

Lay the Foundation

Enable Cross-Functional Structures Cultivate New Talent

Unlock Value

Leverage Data & Lead Digital Run it Like a

Business


Thank you!

DisclaimerThis publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.

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Copyright © 2019 Deloitte Development LLC. All rights reserved.

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