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

GBS (Global Business Services) organizations have established themselves as strategic partners for the enterprise – playing a pivotal role in identifying avenues of growth and creating momentum for forward-looking and innovative change. Today, enterprises and GBS organizations are exploring non-traditional approaches – ones that are anchored on customer centricity and outcomes – to take advantage of the GBS model. However, with increased capabilities come increased responsibilities. Watch our GBS experts for an insightful webinar examining what lies ahead for the GBS model. They discussed the model’s remarkable resilience, its rising preference, and the shifting conversations from a value-first to an outcomes-centric approach. Participants will gain valuable insights into the changing dynamics of GBS and how it plays a pivotal role in shaping enterprise-level strategies. What questions has the webinar answered for the participants? What are GBS leaders’ strategic priorities for 2024? How can GBS organizations drive closer alignment with business and the broader enterprise? What capabilities will become crucial as part of evolution?

Our research on key issues in the global services market is based on annual surveys, offering valuable insights into the global sourcing industry. Despite concerns about challenging macroeconomic conditions and geopolitical adversities, enterprises remain optimistic. In 2024, the focus will be on improving efficiency, operating with leaner resources, and prioritizing revenue growth through streamlined efforts and cost-reduction strategies. While the global IT-BP services industry expects modest growth, the Global Business Services (GBS) model is gaining popularity, prompting providers to align with growing enterprise expectations. The technology landscape will emphasize productivity and resilience, with a cautious yet progressive approach to adopting generative AI. This report, based on a study conducted in October and November 2023, engages senior stakeholders from global enterprises across multiple departments, including GBS. It provides insights into how leading global enterprises have navigated 2023 and their strategies to deliver accelerated value in a dynamic world as they plan for 2024. Scope Geography: global Industry: cross-industry Services: IT and business process services Contents In this reort, we examine: Top business challenges and priority shifts as we approach 2024 Key themes shaping the IT-BP industry in these uncertain times Generative AI adoption Membership(s) GBS/SS

Our global services market Key Issues research is based on annual surveys that capture the market’s pulse on key aspects of the global sourcing industry. Against the backdrop of growing concerns about challenging macroeconomic conditions and geopolitical adversities, enterprises maintain a positive outlook. They anchor this optimism on the transformative potential of emerging technology and the ever-evolving landscape of consumer behavior. The driving force for 2024 will be the pursuit of doing more with less. While the global IT-BP services industry foresees modest growth, a noticeable surge in the popularity of the Global Business Services (GBS) model is compelling providers to adapt to growing enterprise expectations. The technology landscape is expected to cast a spotlight on productivity and resilience. Notably, there is a cautious yet progressive stance in gen AI’s adoption, despite considerable interest in this transformative technology. In this report, we present the results of a study conducted in October and November 2023 with senior stakeholders from global enterprises across multiple departments, such as procurement, IT, and GBS. The aim was to understand their thoughts as they planned for 2024. The report provides perspectives on how leading global enterprises were impacted in 2023 and how they plan to deliver accelerated value in a dynamic world. Scope Geography: global Industry: cross-industry Services: IT and BPS (Business Process Services) Contents In this report, we examine: Top business challenges and priority shifts in 2024 Key themes defining the IT-BP industry amid uncertain times Gen AI adoption Changes to provider portfolios and bill rates Membership (s) Market Vista™ Outsourcing Excellence

This report is available only to GBS & Shared Services members. For information on membership, please contact us Business agility has taken center stage for enterprises as they strategize to quickly adapt and respond to market challenges and opportunities. Organizations are adopting a decentralized governance structure with multiple communication channels to enable a greater sense of ownership across levels. They are also leveraging cross-functional teams, flexibility, technology, and innovation to ensure agility across the organization. This report explores the Commitment, Collaboration, Competence, and Construct (4Cs) to successfully attain business agility in a Global Business Services (GBS) organization. It also recommends the steps to boost the 4Cs and best practices to attain agility. Scope: All industries and geographies Contents: In this report, we examine: The recipe for attaining business agility in GBS organizations  Steps to boost the 4Cs Case studies  Best practices to drive the 4Cs to achieve business agility

Many organizations have adopted the global sourcing model to deliver corporate functions such as Finance & Accounting (F&A), Human Resources (HR), Source-to-Pay (S2P) in procurement, legal, marketing, real estate, and Supply Chain Management (SCM). These functions have different adoption maturity levels in Global Business Services (GBS) organizations. While F&A and HR are the oldest functions to be delivered from GBS centers, S2P and SCM processes have grown significantly over the years, with high adoption and penetration within GBS. This report explores the various aspects of GBS delivery for HR and examines the adoption drivers, challenges, responses, and key locations leveraged for HR process delivery. It also evaluates adoption maturity across HR processes. Scope All industries and geographies Contents In this report, we study: The S2P and SCM process map GBS adoption and maturity across S2P and SCM services Delivery locations Emerging trends in S2P and SCM, and GBS setup challenges Levers for the GBS leadership to further increase the value delivered from S2P and SCM centers Membership(s)GBS/SS

Many organizations have adopted the global sourcing model to deliver corporate functions such as Finance & Accounting (F&A), Human Resources / Hire-to-Retire (HR), procurement, legal, marketing, real estate, and supply chain management. These functions have different adoption maturity levels in Global Business Services (GBS) organizations. HR, which was one of the first corporate functions to be delivered through the GBS model, has matured significantly over the years with high adoption and penetration within GBS. This report explores the various aspects of GBS delivery for HR and examines the adoption drivers, challenges, responses, and key locations leveraged for HR process delivery. It also evaluates adoption maturity across HR processes. Scope All industries and geographies Contents In this report, we study: The HR process map GBS adoption and maturity across HR services Delivery locations  Emerging trends in HR and GBS setup challenges Levers for the GBS leadership to further increase the value delivered from HR centers GBS/SS

Many organizations have adopted the global sourcing model to deliver corporate functions such as Finance & Accounting (F&A), human resources, procurement, legal, marketing, real estate, and supply chain management. These functions have different adoption maturity levels in Global Business Services (GBS) organizations. F&A, which was one of the first corporate functions to be delivered through the GBS model, accounts for the highest share of delivery and adoption maturity within GBS. This report explores the various aspects of GBS delivery for F&A function and examines the adoption drivers, challenges, responses, and key locations leveraged for the delivery of F&A processes. It also evaluates adoption maturity across F&A processes. Scope All industries and geographies Contents In this report, we study: The F&A process map GBS adoption and maturity across F&A services Delivery locations Emerging trends in F&A and GBS setup challenges Levers for GBS leadership to further increase the value delivered from F&A centers GBS/SS