As a supplement to GBS Architectures: One Size Does Not Fit All, we are publishing a comprehensive data book that explores GBS architectures’ core dimensions and vectors. While the main report highlights seven key insights, this data book serves as a detailed reference guide, offering in-depth information on the structural patterns shaping GBS organizations. Rather than prescribing a single approach, it presents diverse industry practices, enabling GBS leaders to make informed decisions tailored to specific enterprise needs. In this first-of-its-kind research, Everest Group, in collaboration with Sourcing Change, analyzes insights from interviews with 50 leading GBS organizations to examine GBS architecture’s foundational elements. This research highlights variations in GBS architectures by model, alignment, resourcing approach, reporting lines, power structures, integration into the planning cycle, enabling capabilities, and presence of Global Process Owners (GPOs) and CoEs. By offering granular insights and illustrative organization models, this data book enables enterprises to benchmark their GBS structures and identify patterns that drive value. Scope All industries and geographies Contents In this report, we: Analyze key dimensions and vectors influencing GBS architecture Assess patterns shaping GBS organizations, highlighting how enterprise context influences architectural choices Evaluate three core dimensions such as model, alignment, and resourcing approach against 10 vectors: reporting lines, enterprise revenue, headquarters location, integration into enterprise planning cycles, GBS locations, presence of CoEs, enterprise power structure, presence of GPOs, GBS size, and enabling capabilities Membership(s) GBS and Shared Services

For over three decades, Global Business Services (GBS) has been a key operational model designed to align with enterprise needs. A complex interplay of enterprise power structures, scale, and functional priorities shapes GBS architectures. Since GBS architecture is highly contextual to the enterprises it serves, there is no universal blueprint for its design and implementation. However, industry leaders continuously assess what works and does not to identify structural patterns that drive value. In this first-of-its-kind report, Everest Group, in collaboration with Sourcing Change, analyzes insights from leading GBS organizations to examine the foundational elements of GBS architecture. Rather than prescribing a single approach, the findings offer a comprehensive view of the diverse ways GBS organizations operate, capturing variations in reporting lines, geographic considerations, resourcing approaches, and industry dynamics that continue to shape the evolution of GBS. Scope This report covers: Insights based on in-depth interviews with leaders from over 50 GBS organizations across all industries and geographies Three core dimensions of GBS architecture – model, alignment, and resourcing approach – against 10 vectors Patterns that shape GBS organizations, highlighting how enterprise context influences architectural choices Contents In this report, we cover: Key patterns in GBS architectures, evaluating three core dimensions against 10 vectors: reporting line, enterprise revenue, headquarters location, integration into enterprise planning cycles, GBS locations, presence of CoEs, enterprise power structure, presence of Global Process Owners (GPOs), GBS size, and enabling capabilities Focus section on GPOs, exploring how they are integrated into different GBS models, factors influencing their adoption, and their reporting structures, among others Focus section on industry-specific trends in consumer packaged goods and pharma sectors Membership(s) GBS and Shared Services

Speculation about compensation in GBS and shared services remains significant. Some leaders believe that changing companies automatically guarantees a substantial increase in rewards, while others think that North American enterprises have much deeper pockets than their European or Asian counterparts. There is also an expectation that rewards closely align with the operation’s scale or maturity. In partnership with Sourcing Change, Everest Group explored the current rewards landscape for key GBS leadership roles (such as GBS head, functional and regional leaders, global process owners, and heads of enabling functions). This survey-based report provides key insights for GBS / shared services leaders and industry practitioners on how GBS characteristics and a GBS leader’s demographic profile influence the rewards structure. Please note, this is a summary report featuring the key insights and takeaways. The detailed version is available exclusively to survey participants. Scope This report is based on key findings from a confidential online survey conducted in H1 2024 The survey participants represent a diverse range of industries and geographies, with varying GBS age, size, and maturity The study includes insights from GBS leaders from 36 leading global enterprises, aggregated at the market level Contents In this report, we explore: Key market trends in total rewards for key GBS leadership roles, including ranking/site leaders, regional leaders, functional leaders (HR, finance, supply chain, IT, etc.), and expert roles such as global process owners, heads of strategy, transformation, PMO, and digital innovation The impact of various factors such as enterprise HQ location, GBS maturity, age, geography, remit, ownership, scope, and operating model on total rewards for key GBS leadership roles Variations in GBS leadership rewards based on gender, leadership location, reporting lines, and career trajectory Membership(s) GBS/SS

In the fast-paced and competitive Consumer Packaged Goods (CPG) and retail industry, organizations face numerous challenges stemming from evolving consumer preferences, dynamic supply chains, and the constant need to optimize costs. Global Business Services (GBS) is emerging as a vital capability to improve agility, accelerate transformation, and build future capabilities for CPG and retail organizations. In this report, Everest Group partnered with Sourcing Change to understand the adoption of the GBS model among leading CPG and retail organizations. This comprehensive study will help GBS leaders uncover several strategic and operational aspects of GBS in the CPG/retail industry spanning operating models, maturity levels, scope of work, location strategies, the outsourcing landscape, and the associated challenges and opportunities. Scope This report is based on findings from a comprehensive 35-question survey and multiple one-on-one interviews The survey participants include leaders from prominent CPG and retail organizations, spanning various geographies, GBS sizes, age groups, and maturity levels The study covers insights from 34 global organizations and focusses on understanding the adoption of the GBS model within the CPG/retail industry Contents In this report, we: Examine 12 significant key takeaways regarding the GBS landscape within the CPG/retail industry Assess the essential factors influencing the GBS model adoption across CPG and retail organizations, including their operating models, resourcing strategies, delivery models, scope of work, and location strategies Provide leadership insights on measuring the value of GBS, the challenges associated with GBS model implementation, the essential success factors for GBS model growth, and the future prospects of GBS in the CPG/retail sector Membership(s) GBS/SS

The Consumer Packaged Goods (CPG) and retail industry is highly competitive and rapidly changing. Organizations face challenges from evolving consumer preferences, dynamic supply chains, and cost pressures. Global Business Services (GBS) is becoming essential for these businesses to adapt quickly, transform operations, and build future capabilities. Everest Group partnered with Sourcing Change to study GBS adoption in leading CPG and retail organizations. This report provides insights into how GBS delivers corporate functions within this industry. Scope This report is based on a comprehensive 35-question survey and in-depth interviews The survey participants include leaders from prominent CPG and retail organizations, spanning various geographies, GBS sizes, age groups, and maturity levels The study covers insights from 34 global organizations to understand GBS adoption in the CPG and retail sector Contents In this report, we: Provide an overview of the function delivery in the CPG and retail industry Assess the sourcing models (in-house, hybrid, outsourced) used for different functions Membership(s) GBS/SS

This report is available only to GBS/ Shared Services Excellence members. For information on membership, please contact us Global companies have built strong GBS model over the last three decades, with more than 7,500 GBS organizations forming an extensive network across geographies and industries, offering a diverse set of capabilities across core operations, IT, and corporate functions. Events of the past few years such as COVID-19, talent shortages, economic pressures, and supply-chain disruptions, have created immense pressure on global organizations. Despite these, the GBS model has been instrumental in helping to meet the resulting challenges through cost optimization, continuous improvement, transformation, and innovation initiatives. This intersection of rising demand and increasing capability puts the GBS model at an inflection point, creating an opportunity to break through boundaries to firmly root itself as a strategic partner to their enterprises. In this report, we leverage Everest Group’s proprietary GBS database, the industry’s most comprehensive database covering more than 7,500 GBS centers, to provide an in-depth analysis of the state of the GBS market in 2023. We identify key trends, associated opportunities and challenges of the GBS market, and success-driving initiatives that leading GBS organizations are implementing. Scope Industry: all Geography: offshore/nearshore regions Contents In this report, we examine: State of the GBS market in 2023 Key challenges for GBS organizations Success-driving initiatives that leading GBS organizations are implementing Membership(s) Catalyst™ GBS/SS

Change management is a work in progress for most Global Business Services (GBS) organizations. For stakeholders and users alike, the learning curve that follows the move to a GBS platform can be substantial. With GBS comes a vast array of changes in the way the enterprise works – from processes and policies to technology and relationships. Successful GBS change management is a continuous endeavor and, when managed as part of everything the organization does, can deliver a significant return on investment and bring added value. In this webinar, Everest Group experts uncovered effective change management practices. At the center of the discussion lay first-of-its-kind research on 60 leading GBS organizations across the globe, conducted by Everest Group and Sourcing Change. Our experts explored: Why GBS change management is still a work in progress for most organizations Challenges and best practices to enabling and accelerating success in change management Prevailing change management personas Examples of successful change management initiatives The 12 keys to success

The global macroeconomic environment has experienced considerable ups and downs. Europe and the UK and Ireland (UK&I ), in particular, are facing the trifecta of uncertain economic growth: high inflation, geopolitical tensions, and talent tightness – and these are just a few of the disruptions hitting the region. Our European expert panelists discussed how a comprehensive approach focusing on technology, business process, locations strategy, and future operating models can help your organization navigate this crisis. The panelists shared emerging best practices from leading organizations that are accelerating through the economic disruption and shared guidance on how to plan for the future of sourcing.

Change is not a one-off and is not focused only on the transition of work. As Global Business Services (GBS) organizations gain or lose mandates, sponsorships, scope, and reach, they are involved in various GBS and enterprise initiatives – such as development of CoEs, project management, transformation, workforce management, CX, and EX, that require programmatic focus on change management. Unfortunately, there is no clear definition of change management in the context of GBS. In this first-of-its-kind report, Everest Group partnered with Sourcing Change to understand how leading GBS organizations across the globe approach change management. This comprehensive report will help GBS leaders and change practitioners uncover several strategic and operational aspects of GBS change management practices spanning maturity, drivers, operating model, scope of work, time of involvement, staffing and talent model, governance mechanisms, and approaches to measure outcomes and fund change management competency within the GBS. Scope This report is based on findings from a comprehensive 30-question survey and multiple one-on-one interviews The survey participants span industries, geographies, and GBS size, age, and maturity The study covers insights from 58 leading global market players and focuses on understanding change management in a GBS construct Contents In this report, we cover: Nine soundbites summarizing the current state of play in GBS change management In-depth assessment of key dimensions shaping GBS change management in leading organizations: strategy, catalyst, timing, role, operating model, reporting, planning, success factors, coverage, ownership, resourcing model, talent model, governance, funding, and performance management Four GBS change management personas defining different approaches to change Case studies based on experiences shared by best-in-class GBS and GBS change management leaders Several callouts that test the general market hypothesis on the state of play A holistic 12-step recommendation program to evolve GBS organizations’ change management practices Membership(s) GBS/SS

This report is available only to GBS & Shared Services members. For information on membership, please contact us Building Centers of Excellence (CoEs) has become an imperative for Global Business Services (GBS) organizations and is critical to develop distinctive high-value capabilities, enable cross-functional collaboration, and increase the value delivered beyond labor arbitrage. In the post-pandemic world, GBS organizations have an opportunity and obligation to unlock new ways of creating value by accelerating efforts to build and scale CoEs. Based on an analysis of 100+ GBS organizations, this playbook defines CoEs in the context of GBS firms and the rationale for building CoEs within GBS. The study is the industry’s first playbook that provides a framework for GBS leaders to develop successful CoEs. It breaks down the components of an effective CoE and examines their role, focus areas, governance mechanisms, challenges, market success stories, and necessary steps to build strategic CoEs in GBS organizations. Scope: All industries and geographies Contents: In this report, we study: The definition of CoE for a GBS organization The rationale for investing in CoEs A framework for building successful CoEs within GBS organizations Case studies of best-in-class GBS-based CoEs