In recent years, various external factors have challenged the fundamentals of the GBS model, including digital technologies, remote/hybrid delivery, talent shortage, and the focus on business continuity planning / agility in the wake of the pandemic. As a result, existing measures of GBS maturity and success are losing their effectiveness in helping GBS organizations plan their future strategies.

Everest Group interacted with leaders in more than 50 GBS organizations and established five GBS personas. In Part 1 of this two-part series, we introduced the GBS evolution personas, their underlying capabilities, and types of GBS journeys. In the second report in this two-part series, we describe the capabilities that define GBS personas, assess the GBS personas’ impact delivered, and recommend calls to action for GBS organizations to evolve their personas.

This viewpoint is the second in a series of two reports on changing enterprise expectations from the GBS model and the urgent need to redefine GBS personas.

Scope

All industries and geographies

Contents

In this report, we:

• Describe the capabilities that define GBS personas
• Assess the impact that different GBS personas deliver
• Recommend calls to action for GBS organizations to evolve their personas

Membership(s)

GBS/SS