Transforming GBS into a value delivery hub for the enterprise is the top most priority of every GBS leader. This transformation is powered by cultural overhauls, workforce upskilling/reskilling, and most importantly technology upgrades. Typically, to achieve enterprise tech adoption goals, GBS Heads and Chief Information Officers (CIO) across enterprises work together. However, sometimes the world of the two leaders may vary in terms of urgency, importance of form versus function, or simply the vision.

1. IT now is way beyond traditional ERPs and infrastructure roles – Whether a business wants it or not, digital transformation is the only way of survival and success in times to come. IT leaders today spend far less time on managing the ERP systems, infrastructure, and day-to-day operations, and a lot more time to lead the digital transformation initiatives which includes, adoption of modern technologies leveraging the core layers of data, analytics, automation, and AI.

2. A business-case approach to tech adoption leads to win-win – Following a strict business case approach to all new and old technology adoption yields positive returns for the business. The best approach for the business services team to build the case is by listing all requirements, and then work with the office of the CIO to select technology that is best suited. The methodology also maximizes the return on investment while ensuring business is adopting only necessary functional technologies without any fluff.

3. There is no single mantra to GBSs’ digital transformation – There are contradicting opinions on the role of GBS in digital transformation. On one hand, GBS can stay focused on being a strategic back office arm and deliver valuable cost savings to the organization. On the other hand, it can take the lead by having an IT team within GBS which enables digital transformation faster and more efficiently for the group. However, it is certain that the majority of GBS leaders want to have more say in tech adoption specifically while identifying the business requirements.

4. Next-gen GBS are already taking up non-traditional roles – Transactional services are becoming a sight of the past for GBS. In addition to cost saving roles, next-gen GBS are taking-up more value focused ones such as marketing, content management, and social listening. GBS leaders are building centers of excellence around these capabilities which enable revenue growth for the enterprise.

5. Need of the hour is redefining collaboration between GBS, IT, and external partners – To drive success of the enterprise it is critical to have a clear path of collaboration between GBS and IT. Leaders from both ends should redefine how to collaborate, and leverage collective expertise and experiences. At the same time, identifying tech partners who are inline with the enterprise’s vision of digital transformation is of paramount importance. Otherwise, GBS and IT collectively have to bear the brunt of undelivered technology promises.

GBS as an organization has just started flexing its muscles and testing capabilities. With technical expertise from the office of the CIO it can boost enterprises’ speed to success. This has to be augmented with setting-up the right processes, roles, and capabilities across the organization. To have a clear competitive edge, it is essential that GBS and IT work hand-in-hand, complementing each other at every step.