The secret to continuously evolve your GBS!

BPOs have started to evolve from the new ‘Hybrid’ mode of working.

They can provide benefits like scale and unique skillsets simultaneously.

That eventually takes a lot of time if we talk about in-house functions.

Ten years ago, BPOs would offer a changed value proposition and would co-exist to help build a larger GBS organization.

• One will need a workplace to identify themselves.
• TAn office is crucial to feeling associated with the responsibilities given.
• However, working from the office will look a lot different.
• It would be fragmented into smaller workspaces allowing room to-
  • Ideate
  • Innovate
  • Collaborate
• Ten years down the line, much like the value proposition of BPOs, the service center framework would evolve too.

• Automation in GBS is always going to exist.
• Since RPA can only automate to a certain extent, your business’s mostly rule-based and repetitive functions.
• So to achieve growth in the future, RPA needs to push themselves to survive in the GBS space.
• RPA in its current state will be dead. However, it will evolve and probably personate a new avatar in the next ten years.
• Sooner or later, human intelligence will come into the picture.
• The aim is to create new rules and change the way of working.

• Especially in GBS, there are two types of customers-
  • Internal Customers
  • External Customers
• Internal Customers-
  • AI will play a more significant role in solving problems for internal customers.
  • There are abundant opportunities of using this technology.
• External Customers-
  • AI determines how one can serve external customers.
  • To leverage this technology, it might be necessary to spread the tech and the talent internally.
• AI in GBS is only going to expand in the next ten years.
• It’s already in the DNA of GBS, and we need to stop treating this as an exception but make it.

• India is the only country that can supply talents at the desired scale.
• India will continue to thrive in the talent market given all the educational institutions and the English-speaking capabilities.
• The salaries are going up along with the demand for talent.
• With the increase in demand comes a steeper pyramid.
• And the bottom of the pyramid is the entry-level talent, which helps the businesses balance the cost.
• Organizations need to manage the pyramid optimally to keep the costs in check.
• Here the companies are found with new skill sets which were not a part of the GBS earlier.
• That includes technologies like data analytics, AI, etc., which are in more demand in the GBS space.
• Yes, the cost and the salaries will be higher, but the base level salaries will help manage it all.

• GBS was only a shared service center managing only transactions at least six levels below CEO ten years ago.
• Organizations need to keep up with the change of technology to evolve continuously.
• Today, GBS has evolved and acts as a strategic asset of any organization.
• GBS is desired to evolve and play a more prominent role as an engine and support the whole organization.
• GBS has earned its respect in the last 10-15 years, and it’s going to evolve its position and enable the organizations to do a lot in less time.

• GBS is a career that enables new talent to come and thrive.
• We as GBS leaders have to take it to the next level of evolution, majorly helping in:
  • Driving top-line growth.
  • Sourcing talent and speed.
  • Making organizations more efficient.
• Ten years down the line post the pandemic, an era led with digitalization, holds a lot of scope for GBS.
• Thus companies should try and leverage GBS to the best of their potential.