Discover how organisations today are positioning themselves at the forefront of business transformation.
Strategic insights on Business Process Outsourcing trends
Multidimensional sourcing: Orchestrating the extended workforce ecosystem
Key themes from the 2024 conference
Key themes from the 2023 conference
Discover the best practices and emerging trends adopted by global business services organisations in Deloitte’s shared services and outsourcing survey.
The Global Business Services-Commercial partnership as the engine room for driving growth
Explore the Global outsourcing survey to learn how forward-thinking organisations are finding ways to boost innovation and competitiveness.
Key statistics and themes of the 2022 Shared Services Conference.
How are global business services (GBS) organisations addressing today’s business challenges? Explore the survey results that reveal shared services centres are investing in strategic capabilities to create more value for the business and customers.
A reflection of last year’s conference including content from the plenaries and breakouts plus highlights from the inaugural Shared Services Conference awards.
As the ‘future of work’ evolves rapidly around us, companies must respond now to harness new technologies and effectively lead and engage the new workforce.
How do we create work that’s good for our wellbeing?
We conducted more than 40 in-depth interviews with global business services (GBS), shared services, and business process outsourcing (BPO) organisations to understand their challenges and responses to COVID-19, as well as plans for the future.
Response and recovery actions taken by Danish GBS and their plans to thrive in the new normal.
As the COVID-19 pandemic radically disrupted work environments, the first priority has been crisis response: emphasising health and safety, essential services, and the virtualisation of work and education. Business leaders are now focusing on reopening the workplace effectively, efficiently and especially safely.
The COVID-19 pandemic has compelled governments and business leaders around the world into unprecedented lockdowns and stay-at-home measures, in an effort to curb the spread and enormous health impacts arising from this virus. Workforce strategies in the recovery phase will be best orchestrated through five critical actions: reflect, recommit, re-engage, rethink, and reboot.
Deloitte UK CEO, Richard Houston, discusses the importance of decision making in his blog post.
The impact of the COVID-19 pandemic has pushed organisations and those that lead them into uncharted waters. Technology leaders are no exception. If anything, the challenges they have been forced to face are among the most multi-dimensional in which organisations have had to grapple.
As the retail industry works to overcome the implications of the COVID-19 pandemic, our weekly survey aims to unearth retailers’ priorities during this time of uncertainty. In this, our fourth week, we asked retailers what they think the impact will be on trading in the lead up to Christmas. The survey is issued each Tuesday with the results available to view on Friday.
As a result of COVID-19 Global Business Services (GBS) organisations face unprecedented challenges and GBS leaders have had to adapt quickly to make sure their organisations respond to the new normal.
Leaders like you are responding to one of the most sweeping crises in recent memory, calling for both empathy and action to guide your people and businesses through uncertain times
Opportunity to create and develop Shared Service Centres in Poland.
Some have voiced fears that artificial intelligence could replace humans altogether. But that isn’t likely. A more valuable approach may be to view machine and human intelligence as complementary, with each bringing its own strengths to the table.
Artificial intelligence technology can result in artificial stupidity if it's poorly designed, implemented, or adapted. What's crucial? Ensuring it's designed to help humans think better
MIT professor Thomas Malone on human-computer collective intelligence and the future of work
Before we answer this question, it’s important to answer the first few and define “digital.” Business leaders are grappling with these questions in the face of unprecedented change - growing connectivity, competition, and consumer power. It means new methods of engagement, new products, new operating models, new organisations, and new ecosystems…and becoming digital is at the heart of it all. Yet, most often the first thing that comes to our minds is tools and devices.
Digitally savvy executives are already aligning their people, processes and culture to achieve their organisation's long-term digital success. Read more about the survey conducted by MIT Sloan Management Review and Deloitte.
What do changes in the way that business operate and interact mean for shared and global business services?
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.
- Global centres with “global” talent pools, global process ownership, and financials that are competitive around the world
- Responsiveness via adoption of enabling technologies and application of predictive analytics
- Integration into a global delivery network based on collaboration and interaction with other “nodes”
- Dynamic through on-demand service delivery, value-linked measurement systems, and faster, empowered decision-making.
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?
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.
Explore Blockchain for Finance , the latest installment in our Crunch time series, where we dive deep into business blockchains and how they’re transforming the work of finance organisations around the world.
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.
Digital transformation is the use of technology to radically improve the performance or reach of an organisation. In a digitally transformed business, digital technologies enable improved processes, engaged talent, and new business models.
Two powerful forces are shaping our workforces and workplaces: the growing adoption of artificial intelligence in the workplace and the expansion of the workforce to include both on- and off-balance-sheet talent. What does the future of work look like, and what are the implications for individuals, organisation leaders, and public institutions?
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.
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.
What are the opportunities for using analytics in financial reporting and fair value estimates, and what are the risks in ignoring their potential?
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.
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.
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.
We help companies understand the importance of customer experience value and how to maximise that value through dynamic, personalised treatment.
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.
In this report we outline five specific and significant ways a GPO can create enterprise-wide value.
A Deloitte survey (sponsored by Facebook) asked C-suite executives for their perspectives on the future of work. Their responses reveal six themes about the future workplace—and six lessons to help leaders ease the transition.
How can companies raise their back office functions to the next level through the establishment of Global Business Services?
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.