What is the Mantra to Winning in the next decade of GBS?

If the business fundamentals are not transformed over time, the BPOs will be very much dead.

BPOs need to make a transformation from the existing model.

Their approach to outsourcing contracts has remained stagnant for the last two decades.

Most outsourcing failures occur because of a lack of well-documented processes.

BPOs mainly focus on being cost centric rather than seeking clarity on the initial baselines.

BPOs need process refinement, which will act as a key metric for their sustenance.

• Large service centers would be dead 10 years from now.
• The global pandemic has fundamentally shifted the way organizations used to work.
• The prevailing scenario has taught an important quality of ‘Flexibility’.
• The new model of working needs to be hybrid to allow room for employees to come to the workplace as per the requirements of the projects.
• This helps to establish a personal bonding with the team as well as establishes a sense of commitment to their role..
• A workplace environment that focuses more on imparting training and team building should be encouraged in the long run.

• Generally IT has been owning everything predominantly that is being automated.
• But the RPA aspect has enabled GBS and Shared Services organizations to bypass IT organizations in terms of delivering excellence.
• If RPA doesn’t function properly as per your will, it kills your bot.
• RPA integration is more like a two-way equation-
  • The implementation of automation that is made available to GBS.
  • The ownership and maintenance aspect is owned by the IT.

• GBS still needs to utilize the potential of AI.
• It needs to embrace AI as a foundational platform of value-added services for its stakeholders.
• AI is the go-to option in the near future and holds a lot of scope for improvisation.
  • At UPS, AI was deployed on a client process requiring automation that involves piles of documentation and was an obstruction in the workflow.
  • But AI immensely helped to identify the shortcomings and adapt accordingly to give desired results.
• Besides labor arbitrage, GBS is about growing your organization’s topline and customer experience.
• In the long run, AI is promised to enhance customer experience and address the scale of claims coming in.

• India as a good choice for a service center would always be alive.
• But as GBS leaders, it is crucial to keep looking out for places where the best work is being done.
• To diverge from inflation, one needs to search for low-cost places like Africa or Asia.
• The idea should be to achieve the Right Work at the Right Location.
• The BPOs in India holds a lot of skills and knowledge handy but that too needs to evolve as per the needs of the market space.

• GBS would be absolutely alive.
• Organizations, in the long run, would like to be cost-efficient.
• Most of the GBS models fail as they keep bouncing from one leadership to another which ultimately defeats the purpose of being able to deploy it.
• GBS should be viewed as a strategic partner and to be utilized to gain values like-
  • Enhanced Customer Engagement
  • Enhanced Employee Engagement
  • Cost Efficiency
  • Increasing the topline of growth
  • Enabling reinvestment opportunities for enhanced ROIs.

• GBS leaders will need to increase networks with other leaders in the business.
• Knowledge transfer with the right approach is crucial to be able to understand the evolution of GBS.
• It’s crucial to leave the imprints of the knowledge with younger generations to help the future develop an even better and more sustainable alternative to this.
• The statement Out of Sight, Out of Mind holds true even today and if evolution isn’t there then extinction is guaranteed.