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Three Myths About Customer-to-Cash in GBS Organizations
- Hackett Report

How does this ebook help me?
Customer-to-cash (C2C) in GBS organizations are increasingly leveraging digital strategies to produce meaningful savings without compromising service quality. Indeed, the most significant benefits are reflected in measures of business value like improved customer experience, and a substantial impact on enterprise profitability. But digital maturity in GBS is turning out to be a double-edged sword, generating both myths and challenges to their continued relevance that customer-to-cash leaders must consider and address.
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Key Takeaways

‘New-normal’ and cloud-based platform adoption encourages remote working for GBS C2C
Real-time access to data improves CX and better end-to-end visibility
Technology modernization improves service delivery quality and reduces costs
Challenges to be addressed are:
  • Need for continuous process improvements
  • Meeting stakeholder expectations
  • Advocating changing role of GBS

Table of Contents

01.
Executive Summary
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02.
The Continued Relevance of the GBS Model for Customer-to-Cash Organizations
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03.
Myth #1: Remote and Hybrid Work Models for Executing Customer-to-Cash Processes are Inappropriate for GBS Organizations
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04.
Myth #2: Customer-to-Cash Activities will be Pushed Further into the Back-Office
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05.
Myth #3: Owners of Customer-to-Cash Processes in GBS Organizations will Come Under Intensified Pressure to Produce Operational Savings
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06.
Looking Ahead
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Chapter 01

Executive Summary


Customer-to-cash activities handled in GBS organizations are increasingly leveraging digital strategies to produce meaningful savings without compromising service quality. Indeed, the most significant benefits are reflected in measures of business value: 73% of top performers report a moderate or high impact on the experience of their customers, suppliers and employees. Further, with technological progress freeing up staff time to focus on valuecreating work, 64% of top performers have witnessed a substantial impact on enterprise profitability. But digital maturity in GBS organizations is turning out to be a double-edged sword, generating both myths and challenges to their continued relevance that customer-to-cash leaders must consider and address.

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