Just a few years ago, Global Business Services (GBS) organisations focused on optimising costs. Now, GBS has evolved into an important partner that drives innovation, improves customer experiences and provides valuable insights to further develop business strategy. These are the key findings of the eighth edition of the PwC Global Business Services study, for which PwC surveyed 350 GBS worldwide. GBS continues to play a crucial role in reducing operating costs by implementing efficient processes and technologies. At the same time, it increases operational efficiency by implementing standardised and automated solutions that boost productivity and minimise error rates.
The study at a glance: GBS as a driver of transformation
The role of global business services has changed significantly in recent years: originally, these operated largely silently in the background with an exclusive focus on transactional activities. Today, they form an important and value-adding piece of the puzzle in any modern organisation’s strategy. Leading GBS organisations not only efficiently optimise the operational processes assigned to them, but also specifically promote innovation, increase customer satisfaction and deliver in-depth insights to advance strategic business planning.
Key trends and insights
- Multifunctional models dominate: 82% of organisations run multifunctional GBS models, combining finance, HR, IT, and procurement to maximise synergies.
- Centres of excellence gain momentum: Three in four companies have established or plan to establish centres of excellence, signalling a focus on specialised expertise and innovation.
- Scaling for strategic impact: 83% of organisations are strengthening and expanding GBS capabilities to deliver enterprise-wide outcomes.
- Digital transformation takes centre stage: Half of respondents see GBS as a driver of digital transformation, using automation, analytics, and AI to boost efficiency and decision-making.
- Performance gaps remain: Only 18% achieved their GBS objectives, down from 25% in 2023. To close this gap, 65% are redesigning processes, upgrading technology, and developing talent.
Emerging themes
- ·End-to-end integration: Organisations are moving from siloed functions to integrated processes that improve service quality and customer experience.
- Repatriation of outsourced work: More businesses are bringing previously outsourced activities back in-house to gain greater control, compliance, and quality.
- Risk management and agility: GBS is taking on a bigger role in managing operational risks and enabling rapid responses to market changes for greater resilience.
- Faster time-to-market: Centralising capabilities helps organisations shorten development cycles and accelerate innovation.
The road ahead
The role of GBS has changed fundamentally, whereas the focus used to be on cost efficiency and small-scale process efficiency, today they act as strategic partners who concentrate on specific expertise, value creation, data-based decision-making processes and digital innovation, driving enterprise transformation. Organisations that adopt digital-first strategies, integrate processes end-to-end, and embrace agile operating models will be best positioned for sustainable growth and competitive advantage. The challenge now is closing performance to ensure GBS delivers on its strategic intent for efficiency and innovation.
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