The results of the 2016 Global Outsourcing Survey have been compiled from over 280 responses representing organisations from across the globe. Participants spanned 25 sectors with over 50% of participants from organisations generating between $1 billion to $15 billion in annual revenues. This is Deloitte’s third biennial survey, collecting data, insights and trends on the growth and evolution of outsourcing since 2012.
Organisations face a radically shifting context for the workforce, the workplace, and the world of work. Our survey of more than 10,000 business and HR leaders from 140 countries reveals 10 areas for businesses to focus on to better organise, manage, develop, and align people at work.
Read the key findings of Deloitte's 2017 shared services survey, which had representation from over 330 respondents and provides data for more than 1,100 shared services centres globally.
Technology has moved far beyond desktop devices and software upgrades: to data analysis, augmented reality, and reimagining products as services. In fact, the range of recent advances - from nanotech to robotic process automation - can seem overwhelming. But CIOs can look ahead to help shape their company’s future.
What do changes in the way that business operate and interact mean for shared and global business services?
Who can benefit from a blockchain? How does it generate value? And, perhaps more importantly, how can the technology be applied to existing organisations and their current business models? This paper aims to address these questions and help leaders in different sectors navigate the emerging opportunities offered by blockchain technology.
The CFO Survey is released quarterly and is an authoritative barometer of UK corporates’ sentiment and strategies. It is the only survey of major UK corporate users of capital that gauges attitudes to valuations, risk and financing.
In this Deloitte Point of View Elias van Herwaarden and Val Popovici of Deloitte's Global Location Strategies share their insight on Global Business Services (GBS) site selection, and why companies should think twice before deciding where to locate their GBS.
When our organisation does research with CFOs, we often uncover gold mines of insights. That happened recently when we interviewed 30 finance executives about digital finance transformation in theor global businesses. Our initial analysis of those conversations focused on specific digital technologies, as reported in 'Crunch time: Finance in a digital world.' This follow-up report provides another glimpse of what these finance executives had to say, this time focused on a broader discussion of finance and what it means to make the digital journey.
From cloud computing and robotics to analytics, artificial intelligence and automation, a new class of digital disruptors is transforming how business gets done. Expect these disruptors to have a big impact on the future of finance organisations. But what exactly will their impact be? What is the future of finance in the face of these developments?
Businesses today are embracing "customer experience" as one of the most important ways to drive sales, customer loyalty, and competitive differentiation. And while shared services users might not be customers in the traditional sense, providing them with a superior experience can yield significant benefits for the business, including: lower costs; improved self-service; and higher employee satisfaction, engagement, and retention.
Leading organisations are recognising the opportunities for Global Business Services (GBS) to deliver business value beyond cost and operational efficiencies. The point-of-view examines why business leaders are now looking too use a GBS model to manage their data capabilities and provide significantly improved access to enterprise-wide reporting and analytics.
Our latest publication explores the benefits of Global Business Services beyond the traditional cost and operational benefits of shared services, such as alignment with growth, risk and talent strategies. It explores the essential characteristics and behaviours necessary to drive a performance-improving Global Business Services organisation, as well as providing practical tips on implementation.
Deloitte’s 2016–2017 global survey of CIOs takes us a step forward in gaining a deeper understanding of how CIOs create legacy - the value and impact technology leaders deliver to their organisations. Through in-depth interviews and online surveys, the opinions and insights were collected of more than 1,200 CIOs across 23 industry segments in 48 countries.
Growth ambitions are high in an uncertain market, the pace of change and increased uncertainty requires superior levels of funding. Defensive strategies being implemented by Chief Financial Officers are demanding rapid, sustained cost reduction in parallel to a greater focus on risk from procurement. We are now sure that the traditional procurement operating model has to change. This has been driven by a lack of talent and an increase in digital innovation.
Just when you thought your global business services (GBS) strategy couldn’t deliver more value, digital enters the picture. This is good news for companies that are looking for possible advantages in becoming more efficient. But it also is likely to introduce a significant amount of change in a short amount of time. Service delivery transformation will likely play a big role in the move from traditional GBS to digital GBS. And the journey is just beginning.
Hungary is the second largest market for shares services in the Central Eastern Europe region. Business centers employ more than 40 000 employees and are present in 90+ companies on 100+ SSC sites in the country. Considering the size of the market and remaining open to Hungarian shared service leaders' interests, during our survey we focused on insights and trends related to the growth and evolution of the Hungarian shared services industry.
From robotics to cognitive computing, current trends in automation are reshaping global business services (GBS). While new technology, such as robotic process automation (RPA), can enable the “holy grail” of analytics and other higher level services, it may not be a quick fix. In order to reap the potential benefits, organisations must first understand the disruptive aspects of automation, along with the pre-requisites for integrating it into their GBS models.
For more than two decades, organisations around the world have been using shared services and outsourcing to improve service delivery and reduce costs in defined parts of their businesses. Leading organisations are now taking the next steps.
There are big changes afoot in shared services, outsourcing, and global business services. It is difficult to imagine these changes taking place without cloud-based capabilities playing a growing role. In fact, there’s already plenty of evidence that cloud is already changing things, as new cloud-based services have experienced widespread adoption over the past couple of years. There is no more time to wait and see how this all plays out.
With tax departments facing big changes on the regulatory front, not to mention within the business itself, it’s difficult to imagine them being successful over the long run without making fundamental changes to their operating models. Outsourcing and global business services will likely play a big role in those changes.
Knowing what will come next in tech, media and telco trends has become a key competitive differentiator and can give your business a leading edge. That is why each year we present our view on the major trends from the industry that will impact UK businesses
Find out how Deloitte's Global Business Services (GBS) Lab can help align leadership understanding of GBS and accelerate the planning of a GBS programme within your organistion. Our one-day session helps executives to assess their organisation, articulate the vision and mobilise GBS change.
For many, robotics is an innovation that is poised to transform the landscape of transaction processing. For others it is just another way of automating processes that long ago should have been eliminated or simplified. We believe it is a technology worth investigating because of its ability to improve efficiency and reliability.
Our recent online survey found there has been a sharp increase in the number of organisations that have investigated Robotic Process Automation (RPA) and that a significant number of organisations have already implemented or piloted RPA.
Finding a home for Finance Analytics in a GBS or Shared Services organisation provides many benefits.
In this report we outline five specific and significant ways a GPO can create enterprise-wide value.
In this report we explain what the leadership at global business services can do to support and enable GPOs to create value for the enterprise.
For more than two decades, organisations around the world have used shared services and outsourcing to improve controls and reduce costs. Those tried and true benefits are still relevant, but the expectations placed upon leading global business services (GBS) organisations are now much higher. Mature GBS organisations now deliver value in such strategic areas as transformation, mergers and acquisitions (M&A), and innovation in addition to traditional cost and operational efficiency benefits.
Our latest report re-examines the impact of automation and robotic on work and employment. This time it shifts focus from the future of occupations to the outlook for industry sectors.
In today’s shared services and global business services (GBS) environment, the dynamics are ever-changing. Historically, cost has been the primary measure of value in location decisions. But cost-based decisions can be short-sighted in an increasingly complex shared services landscape affected by the evolving global political scene and impending tax regulations. In fact, a location strategy of calculated coexistence within markets can deliver better results than out-spending the competition. Crafting such a strategy requires the appropriate level of due diligence to determine if a location is a competitive, environmental, cultural, and operating cost fit for the company.