This Virtual Roundtable Discussion Summary is available only to GBS/ Shared Services Excellence members. For information on membership, please contact us Everest Group regularly organizes virtual sessions in which senior executives across enterprises share their experiences and opinions with colleagues in other organizations on hot industry topics or particularly challenging issues of the day. In this virtual roundtable, executives discuss how operating and governance models should be envisioned for the success of a life sciences Global Business Services (GBS) organization. The conversation covers topics including GBS firms’ influence on enterprise-wide decision-making, level of GBS centers’ ownership in different areas, cross-functional collaboration, and change management.

This Virtual Roundtable Discussion Summary is available only to GBS/ Shared Services Excellence members. For information on membership, please contact us Everest Group regularly organizes virtual sessions where senior executives from enterprises convene to share experiences and network with colleagues in other organizations on hot industry topics or particularly challenging issues of the day. In this virtual roundtable, executives discussed how the operating and governance models should be envisioned for the success of a retail CPG GBS. The conversation covered topics including GBS influence on enterprise-wide decision making, the level of ownership that the GBS centers have in different areas, cross-functional collaboration, and change management.

This Accelerator is available only to GBS & Shared Services members. For information on membership, please contact us Over the years, GBS organizations have matured and evolved from cost centers and internal service providers to more strategic entities, driving business impact beyond cost arbitrage for the parent. As GBS organizations evolve, SLAs and KPIs to measure and monitor centers’ effectiveness also need to evolve. This accelerator looks at GBS organizations and the impact they deliver, prevalent center-level performance metrics, and different performance governance mechanisms for high-value roles within GBS centers. It also highlights best practices to drive the successful implementation of performance metrics within GBS organizations. Scope All industries and geographies Services: IT and business process services Contents Evolving role of GBS organizations and their impact Prevalent GBS center-level performance metrics and their adoption within GBS organizations Different performance governance mechanisms for CoEs/high-value teams in maturing GBS organizations Examples of high-value roles and new KPIs for performance measurement Best practices to drive the successful implementation of performance metrics

The global sourcing market grew rapidly to surpass US$211 billion in 2019, with Global Business Services (GBS) continuing to be an integral component of the sourcing model, accounting for ~27% of the market. The success of GBS model in India, Ireland, Poland, Philippines, and China has led buyers to explore it in other locations in Asia, Central & Eastern Europe (CEE), Rest of Nearshore Europe (RONE, which includes Ireland, Norther Ireland, Scotland, Wales, and Portugal), Latin America, and Middle East & Africa (MEA). The GBS market has also expanded across verticals and functions. Scope This research leverages Everest Group’s proprietary GBS database, the industry’s most comprehensive database on GBS centers, and covers GBS centers that provide offshore delivery of global services. It excludes shared service centers that serve domestic operations. The report will be relevant for a broad set of stakeholders — buyers / parent organizations, service providers, GBS organizations, and industry influencers (investors, industry bodies, etc.). Content In this report, we provide an in-depth analysis of the GBS landscape and trends, including market size, growth, and distribution of GBS centers by buyer portfolio, scale, functions supported, and offshore delivery locations. The study concludes with a deep dive into the changing operating and governance models for GBS. Membership(s) Catalyst™

For years, the three-tier governance structure had become standard in almost all application services proposals that are submitted to enterprise buyers. However, after years of inertia this approach is finally witnessing some change. While the three-tier structure remains the same, the focus is shifting from governance being primarily a “delivery construct” to a “value enabler” in line with the changing technology services landscape. Everest Group has observed enterprises asking for subtle changes, and suppliers rising to the challenge In this research, we analyze the enterprise expectations and how suppliers are addressing those asks by transforming their operating models. We focus on: Contemporary CIO expectations from the governance layer Innovative methods and best practices across suppliers Scope and methodology of this report The report has been prepared based on our interactions with senior enterprise buyer and supplier stakeholders, focused on contemporary expectations within IT deal governance.

Executive Summary Organization design is a critical component of the governance layer in a Global Business Services (GBS) model. This report covers four organization models, namely horizontal, vertical, matrix and mixed, for GIC governance and talks about their construct and pros & cons. It also provides guidance on model selection based on factors, such as GIC maturity, role played by GIC, and the type of work delivered.