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1、1 2024|HFS ResearchAuthors:AI-led Generative Business Services:The future of Global Business Services(GBS)Saurabh Gupta,President,Research and Advisory ServicesHridika Biswas,Senior AnalystSrini Vaddepalli,Practice LeaderMARKET IMPACT REPORTIn partnership with2 2024|HFS ResearchForewordThe future of

2、 global business services(GBS)is here,and its time to disrupt or get disrupted.GBS must evolve into AI-led generative business services.This isnt just about adopting new technology but about transforming data into a powerhouse of strategic value.GBS today faces significant challengesaligning with th

3、e priorities of the top brass,attracting and retaining top talent,and breaking free from legacy constraints.Generative business services are a game-changer.By leveraging AI,machine learning,and data analytics,its set to create a seamless,frictionless enterprise.Now is the time to break the mold of b

4、ack-office drudgery and emerge as a strategic,innovative powerhouse.GBS leaders,the ball is in your court.Transform your organizations from cost-cutting machines to game-changing powerhouses.This report provides the roadmapstrategic alignment,relentless innovation,and proactive talent management are

5、 your keys to success.Join us at the forefront of this revolution.Together with Capgemini and HFS Research,lead the charge into the next generation of business services.Oliver PfeilCEO,Capgemini Business ServicesPhil FershtCEO,HFS Research 3 2024|HFS Research3 2024|HFS ResearchContents PageExecutive

6、 summary 04The concept of GBS is still relevant but needs a reboot06The current GBS model has long-term demand and supply issues08The Bottom Line20Survey demographics21About Capgemini23About HFS24Embrace AI or get left behind11From silos to synergy:The radical shift in scope definition13Redefining G

7、BS successfrom KPIs to KPOs 14Datafrom reports to revenue16Skills:Beyond labor arbitrage17From vendors to visionaries:The rise of ecosystem orchestrators in GBS18HFS Research authors22Attracting and retaining top talent104 2024|HFS ResearchGBS has long been your go-to for cost reduction and operatio

8、nal efficiency.However,the future demands a shift from transactional activities to an integrated,value-driven approach.AI and data analytics are your new best friends,transforming data into a strategic asset that creates value and a competitive advantage.Today,GBS faces long-term demand and supply c

9、hallenges.Current strategies often misalign with the priorities of boards and CEOs who focus on revenue growth,margin improvement,and digital modernization.Attracting and retaining top talent are becoming increasingly difficult,resulting in a shortage of skilled professionals needed to drive innovat

10、ion.Executive summaryHFS Research,in collaboration with Capgemini,reveals a game-changing shift from traditional cost-focused models to AI-driven generative business services.The future of GBS is about growth,innovation,and enterprise-wide transformation.Generative business services will create a co

11、nnected,frictionless enterprise.The research paper is based on the data points and analysis of data collected from 510 survey respondents across various demographics.Scope:From silos to synergy Shift from defining your scope by functional activities to enterprise-wide data flows.The goal is a seamle

12、ss,connected enterprise that maximizes digital transformation.1Success measures:From KPIs to key performance outcomes(KPOS)Move beyond operational cost reduction and productivity metrics.Start measuring customer satisfaction,revenue growth,and process transformation.2Technology:From enabling process

13、 to creating competitive advantageGenerative AI(GenAI),machine learning,and hybrid/multi-cloud solutions will be central to driving innovation and delivering business outcomes,not just enabling operations.3Data:From reports to revenue Leverage data as a core asset for decision-making and value creat

14、ion.Generate insights that drive strategic decisions and uncover new value sources.45 2024|HFS ResearchThird-party providers:From vendors to orchestratorsEvolve third-party providers from transactional vendors to ecosystem orchestrators that would bring new skills,technologies,and capabilities to su

15、pport your GBS transformation.6Commercial models:From counting bodies to measuring outcomesEngagement models with third-party providers must become more flexible and outcome-based.This ensures GBS initiatives align with business objectives and deliver measurable results.7Skills:Beyond labor arbitrag

16、e(finally!)Emphasize acquiring new and hard-to-find skills over traditional cost-cutting measures.Focus on soft skills(communication,negotiation,etc.)and nurture talent that drives innovation and transformation.5As a GBS leader,you have a golden ticket to transform your organizations perception and

17、value from cost-cutters to game-changers.Its time to disrupt or get disrupted.Embrace this bold new world of generative business services or risk being left behind.6 2024|HFS ResearchThe concept of GBS is still relevant but needs a rebootThe traditional roles and benefits of GBS remain vital and rel

18、evant,but theres an urgent need to redefine its narrative(see Exhibit 1).By embracing a strategic and innovative role,GBS can continue being relevant and valuable in todays fast-paced business environment.Its time for GBS to not just support but drive the strategic objectives of modern enterprises.N

19、ow is the time to evolve and ensure you arent left behind.GBS is the unsung hero keeping the gears of the enterprise turning,managing essential back-office functions such as finance,HR,and procurement.Its deeply entrenched and indispensable for maintaining day-to-day operational efficiencya go-to so

20、lution for slashing costs and standardizing processes.By consolidating services,these services achieve economies of scale,ensuring businesses run lean and mean.However,the business world has moved on,and GBS must catch up.Companies are now laser-focused on growth,innovation,and digital transformatio

21、n.GBS must pivot from being a cost-cutting machine to a strategic powerhouse that aligns with these priorities.Sample:510 survey participantsSource:HFS Research in partnership with Capgemini,2024Exhibit 1:Over 75%of respondents agree that its time to change the GBS narrativeOver three-fourth of resp

22、ondents agree that its time to change the GBS narrative.It is even more pronounced among more mature demographics such as large enterprises($20B+in revenues)and industries such as financial services and high-tech that have long been on the GBS journey.GBS is still relevantbut focusing on the old way

23、 of doing things is no longer the way forward for GBS11%35%36%47%21%48%40%42%49%14%16%7%18%3%8%4%The GBS model has had its time and is nolonger relevant for ambitious enterprisesBack-office support driving costreduction and efficiency is now hygienefor GBS organizationsIts time to stop underselling

24、GBS asa large-scale operational entityGBS has potential to be aninnovation capability orchestratorAgree stronglyAgree somewhatDisagree somewhatDisagree stronglyTo what extent do you agree/disagree with the following statements?7 2024|HFS ResearchFor a long time,GBS has been typecast as a large-scale

25、 operational entity focused solely on transactional and back-office functions.This narrow view has pigeonholed GBS into a role where its primary value is seen as cost-cutting and operational efficiencyreducing these services to a behind-the-scenes role while failing to acknowledge its strategic impo

26、rtance and potential to drive significant business value.The focus on cost reduction and process standardization has overshadowed the capacity of these services to contribute to broader strategic goals such as innovation,growth,and digital transformation.GBS has potential to transform from a traditi

27、onal operational role to a dynamic innovation capability orchestrator.By leveraging advanced technologies,fostering cross-functional collaboration,and driving data-driven decision-making,GBS can lead the charge in driving innovation,creating new value,and ensuring the organization remains competitiv

28、e in a rapidly evolving business landscape.GBS must break free of the back-office stigma of becoming an innovation capability orchestrator.8 2024|HFS ResearchThe current GBS model has long-term demand and supply issuesThe current GBS model faces significant challenges in aligning its strategy with t

29、he priorities of boards and CEOs and in attracting and retaining top talent.Without addressing these issues,it cannot transition from a traditional cost-focused role to a strategic partner that drives growth,innovation,and competitive advantage.Misalignment with board and CEO priorities GBS strategi

30、es are stuck in the pastthey arent in sync with the pressing priorities of boards and CEOs.While GBS is traditionally focused on cost reduction and operational efficiency,C-level enterprise leaders care about revenue growth,margin improvement,and digital modernization,as illustrated in Exhibit 2.Sam

31、ple:510 survey participantsSource:HFS Research in partnership with Capgemini,2024Exhibit 2:GBS strategy is not aligned with the board and CEO prioritiesAn area of relatively strong alignment between CEOs priorities and GBS strategies is security,privacy,and regulatory compliance.By doubling down on

32、advanced security measures,data privacy programs,and regulatory compliance initiatives,GBS can effectively support the strategic priorities of CEOs and contribute to the overall resilience and success of the organization.Top 10 agenda items for boards and CEOs(based on%respondents)1Revenue growth2Im

33、prove margin/profit 3Security,privacy,and regulatory compliance4Environmental,social&Governance(ESG)5Product/service innovation6Launch new business model7Accelerate digital modernization initiative(s)8Hiring and retaining talent9Ability to use data as a business asset10Geographic expansionHow critic

34、al is GBS to achieve the board and CEO priorities(based on%of respondents)1Security,privacy,and regulatory compliance2Geographic expansion3Launch new business model 4Accelerate digital modernization initiative(s)5Hiring and retaining talent 6Product/service innovation7Improve margin/profit 8Environm

35、ental social&Governance(ESG)9Acquisition/divestiture10Revenue growth 9 2024|HFS ResearchKey priorities of boards and CEOs:Revenue growth:71%of respondents identified revenue growth as a top priority for boards and CEOs.However,GBS strategies often remain focused on cost savings rather than revenue-g

36、enerating initiatives.Margin improvement:68%of senior leaders emphasize on improving margins.While GBS organizations excel at managing operational costs,they frequently lack the strategic initiatives and business outcomes to directly impact profit margins through value-added services.Digital moderni

37、zation:With 60%of CEOs prioritizing digital modernization,GBS should be at the forefront of driving digital initiatives.However,many GBS organizations are still entrenched in legacy processes and technologies,hindering their ability to lead digital transformation efforts.This misalignment results in

38、 GBS being perceived as a support function rather than a strategic partner.The lack of alignment can lead to underinvestment in GBS capabilities,limited influence in strategic decision-making,and missed opportunities to drive business value.GBS has to be elevated from an important business unit to a

39、 strategic business unit at the enterprise.That will be possible only if GBS leaders are at the C-level and not the C-2 level.Oliver Pfeil,CEO,Business Services,Capgemini10 2024|HFS ResearchAttracting and retaining top talentThe talent game for GBS is brutal and a top challenge for leaders in this s

40、pace(see Exhibit 3).The traditional focus on cost efficiency and process standardization has shaped its perception as a low-value operational function.This often deters high-caliber professionals from seeking careers in GBS,limiting the talent pool to individuals with a more transactional mindset.On

41、ce talent is acquired,retaining skilled professionals in GBS roles can be equally challenging.High attrition rates can be attributed to several factors,including limited career progression opportunities,lack of engagement in strategic initiatives,and the monotony of transactional work.Sample:510 sur

42、vey participantsSource:HFS Research in partnership with Capgemini,2024Exhibit 3:GBS is unable to attract top talentTo address GBS talent issues,leaders should think about their position in the enterprise.What is the story and the vision you share with your employees?How do you embed ecosystem partne

43、rs into that?If you elevate GBS to a more strategic level,you will probably have a big reskilling and change-management exercise,but it will help embark on a new journey.Pierre-Louis Seguin,GSO,Capgemini Business ServicesWhat are the top challenges that your GBS needs to address to meet stakeholder

44、expectations?3%5%6%7%5%6%8%8%9%10%8%12%12%6%7%7%6%7%9%9%7%8%8%9%8%9%6%6%6%6%8%9%7%10%9%8%10%7%8%Lack of C-level support or championReactive versus proactive improvementsLack of process/domain expertiseSiloed business and IT functionsResistance to changeLack of adoption of emerging technologiesTalent

45、 attritionSupport mindset versus growth mindsetLack of skills required to succeedLimited use of underlying data to create new sources of valueRisk&compliance challengesBack-office narrative for GBS within broader orgAttracting top talentRank 1Rank 2Rank 311 2024|HFS ResearchEmbrace AI or get left be

46、hindArtificial intelligence(epitomized by the excitement around GenAI)offers a once-in-a-lifetime opportunity for GBS to pivot.Over 80%of respondents agree that its time to rethink GBS as generative business servicesbetter defined as AI-led data-driven services focused on driving growth and the ente

47、rprise innovation agenda(see Exhibit 4).Embracing emerging technologies is crucial for GBS to lead the charge in innovation and strategic value creation.There is a clear shift from traditional,rigid systems toward more dynamic,intelligent,and flexible solutions.Technologies such as GenAI,machine lea

48、rning,and hybrid/multi-cloud solutions are gaining momentum,driven by their potential to drive innovation,enhance decision-making,and improve operational efficiency.On the other hand,traditional systems such as enterprise resource planning(ERP)and basic workflows are losing importance as businesses

49、seek more integrated and advanced technological solutions to stay competitive in the digital age(see Exhibit 5).An often overlooked yet crucial success factor is the connection between GBS and IT functionalities.Sample:510 survey participantsSource:HFS Research in partnership with Capgemini,2024Exhi

50、bit 4:Its time to rethink GBS as generative business servicesGenerative business services represent a transformative approach to GBS,shifting from a traditional focus on cost and efficiency to driving growth,innovation,and strategic value.By leveraging AI,machine learning,and data analytics,generati

51、ve business services create a connected,frictionless enterprise that is poised to thrive in the digital age.Its time to rethink GBS as(AI-led data-driven services)focused on driving growth and the enterprise innovation agenda.43%38%15%4%AgreestronglyAgree somewhatDisagree somewhatDisagree stronglyTo

52、 what extent do you agree/disagree with the following statements?12 2024|HFS ResearchFrequently,the business roadmap does not fully align with the CIOs roadmap,leading to challenges and prolonging any transformation process.To address this,certain IT components should be integrated into the GBS scop

53、e of enterprises.The top three emerging technologies gaining momentum:1.GenAI:At the forefront of transforming GBS,GenAI enables the creation of new content,products,and services through advanced algorithms and machine learning.This technology drives innovation,improves decision-making,and enhances

54、customer experiences by providing more personalized and dynamic solutions.2.Machine learning:This is crucial for predictive analytics and automation.It allows GBS to analyze vast amounts of data,identify patterns,and make informed decisions.The growing importance of data-driven insights makes machin

55、e learning a key technology for future GBS operations.3.Hybrid/multi-cloud solutions:Hybrid and multi-cloud solutions offer flexibility,scalability,and resilience.As businesses seek to optimize their IT infrastructure,these cloud solutions can balance workloads,enhance disaster recovery,and reduce c

56、osts by leveraging multiple cloud environments.The focus should be on enhancing the digital integration of fundamental ERP capabilities and supplementary tools such as BlackLine,HighRadius,Trintech,and Cadency.The adoption and effective use of these readily available technologies is much lower than

57、the knowledge about these platforms.The success of those three tech trends depends largely on solid data infrastructure,particularly for creating impartial large language models(LLMs),which are essential to ensure the accuracy of machine learning and AI/GenAI models and outputs.These emerging techno

58、logies cannot be leveraged to their full potential without a strong data backbone.Its also important to note that generative business services arent just about emerging technologyits about leading the charge in a rapidly changing business landscape.To embrace them,you need to rethink the scope,succe

59、ss measures,data,talent,and skills.13 2024|HFS ResearchFrom silos to synergy:The radical shift in scope definitionTo embrace generative business services,the scope of services within GBS must shift from functional activities to end-to-end processes and enterprise data flows(see Exhibit 5).This evolu

60、tion is driven by the need to break down silos,improve efficiency,and leverage data as a strategic asset.Currently,GBS initiatives are heavily oriented by functional activities such as accounts payable(AP),accounts receivable(AR),general ledger(GL),and claims.This is expected to drop to 22%in the fu

61、ture,reflecting a shift from siloed operations toward more integrated and strategic approaches.It indicates a growing recognition of the limitations of functional silos and a move toward structures that promote greater efficiency and collaboration.The organization of GBS initiatives across end-to-en

62、d processes is projected to increase to 43%.This increase shows a shift toward more integrated operations.By focusing on end-to-end processes,organizations aim to enhance coordination,streamline workflows,and improve service delivery.This approach aligns with driving broader business outcomes and a

63、better stakeholder experience.The focus on enterprise data flows is expected to grow to 34%,reflecting an increased emphasis on creating a connected and frictionless enterprise.Leveraging enterprise-wide data flows enables better decision-making,real-time insights,and predictive analytics.It support

64、s the transition to AI-led,data-driven generative business services that can respond dynamically to business needs and market changes,driving innovation and competitive advantage.Sample:510 survey participantsSource:HFS Research in partnership with Capgemini,2024Exhibit 5:The scope of GBS services i

65、s undergoing a significant transformation“The mix will change to a tech-augmented environment.New technologies will turn non-transactional tasks into transactional ones.But high-touch,business-specific knowledge and services will still need people,although their profiles will need to evolve.”Global

66、GBS leader at a multinational manufacturerHow do you define the scope of services for your GBS initiative Today?How would you like the scope of services for your GBS initiative to change in 3 years?40%32%27%23%43%34%Scope is organized byfunctional activities(e.g.,AP,AR,GL,claims etc).Scope is organi

67、zed across end-to-endprocesses(e.g.,order-to-cash,procure-to-pay,hire-to-retire).Scope is driven by enterprise dataflows(customer data,employeedata,partner data)to create aconnected and frictionless enterprise.TodayIn three years14 2024|HFS ResearchRedefining GBS successfrom KPIs to KPOs As GBS evol

68、ves from cost-cutting to value creation,traditional key performance indicators(KPIs)are losing ground.Cost reduction,productivity,and turnaround time are becoming less critical,while customer satisfaction,revenue growth,and process transformation are on the rise(see Exhibit 6).KPO(Key Performance Ou

69、tcomes)in GBS represents a strategic shift from traditional KPIs,like cost reduction and productivity,to outcomes that drive business value,such as customer satisfaction,revenue growth,and process transformation.This evolution aligns GBS more closely with executive priorities,positioning it as a cri

70、tical partner in driving innovation,competitive advantage,and long-term business success.As GBS transitions from a cost-cutting focus to a value-adding strategic function,cost reduction and productivity become hygiene.The emphasis is on driving innovation,growth,and improved business outcomes rather

71、 than just minimizing expenses.Sample:510 survey participantsSource:HFS Research in partnership with Capgemini,2024Exhibit 6:GBS KPIs are shifting from cost and productivity to growth and transformationits no longer about KPIs but about key performance outcomes(KPOs)What are the KPIs or evaluation m

72、etrics you use to define success for your organization?How do you think the KPIs will change in the future?29%47%37%49%41%21%27%34%34%24%41%30%25%17%35%30%47%41%21%27%35%37%28%49%39%36%CostreductionProductivityTurnaroundtimeQualityscoreBusinesscontinuityDigitalskills-basedtrainingAttritionRisk&compl

73、iancereviewClientretention(Sales)ConversionRateCustomersatisfactionRevenuegrowthTransformationof existingprocessesCurrentlyIn futureReducing in importanceIncreasing in importance15 2024|HFS ResearchThe new GBS model prioritizes value creation and strategic impact over pure productivity metrics.The f

74、ollowing are the top three GBS KPIs gaining importance in the future:1.Customer satisfaction(current:41%;future:49%):With a shift to value creation and strategic impact,enhancing customer experiences becomes paramount.Satisfied customers lead to better business outcomes,repeat business,and a stronge

75、r market position.2.Revenue growth(current:30%;future:39%):GBS should be seen as a driver of business growth.By leveraging AI and data analytics,it can uncover new revenue streams,optimize pricing strategies,and enhance sales effectiveness.3.Transformation of existing processes(current:25%;future:36

76、%):Theres a strong focus on transforming traditional processes to be more efficient,data-driven,and innovative.This transformation is critical for staying competitive and ensuring long-term business success.We are always part of discussions with planning and the digital strategy of the company,ensur

77、ing our alignment with overall strategy and supporting business growth.A GBS leader 16 2024|HFS ResearchDatafrom reports to revenueData in GBS was primarily used for reporting purposes,which include generating standard reports,compliance documentation,and performance metrics.It was also used to stre

78、amline and optimize existing processes.This involves tracking key performance indicators(KPIs),monitoring workflow efficiency,and identifying areas for improvement.The focus was on backward-looking analysis to track performance and ensure regulatory adherence.The role of data is shifting from retros

79、pective reporting to driving proactive decision-making.GBS is increasingly leveraging real-time data analytics to provide actionable insights.This allows for quick informed decision-making,anticipating market changes,and adapting strategies accordingly.As we usher into generative business services,d

80、ata must be treated as a strategic asset rather than just an operational tool(see Exhibit 7).This involves using data to uncover new business opportunities,optimize pricing strategies,enhance customer experiences,and drive innovation.By viewing data as an asset,GBS can generate new revenue streams a

81、nd create competitive advantages.Sample:510 survey participantsSource:HFS Research in partnership with Capgemini,2024Exhibit 7:Generative business services must use data-as-an-asset to find new sources of valueHow is your GBS organization leveraging the underlying DATA?How do you expect the way the

82、organization is leveraging underlying data to change in the next 3 years?5%23%29%32%12%3%9%23%29%36%Not a focus areaMainly for reportingpurposesTo enableprocess flows toorganizational flowsTo createinsights fordecision-makingUsing data-as-an-asset to findcompletely newsources of valueTodayIn 3 years

83、17 2024|HFS ResearchSkills:Beyond labor arbitrageThe current GBS landscape heavily relies on labor arbitrageachieving the same skills at lower costsbut theres only so much juice you can squeeze from the same lemon.The strategic shift from cost reduction to value creation places a significant emphasi

84、s on rare,cutting-edge skills(see Exhibit 8).The future of GBS lies in providing value-added services that support strategic business objectives.These high-value activities demand a different skill set,including strategic thinking,innovation management,and advanced technical expertise.The traditiona

85、l model of labor arbitrage simply doesnt align with these strategic needs.Moreover,its essential to emphasize the importance of leveraging top ecosystem partners.Not all skills need to be developed internally within the enterprise.Strategic buy vs.decision-making will drive long-term value and compe

86、titive differentiation.Attracting and retaining top talent is crucial for the future of GBS.Skilled professionals seek opportunities to work on innovative and impactful projects.Organizations relying solely on labor arbitrage may struggle to attract and retain such talent.By focusing on advanced ski

87、lls and value creation,GBS can offer more attractive career opportunities and build a workforce capable of driving business success.Traditional skills are being overshadowed by a new breed of expertise.Soft skills are no longer optional;theyre essential.Tech wizards,masters of advanced technology,an

88、d problem-solving gurus,who optimize processes and solve complex issues,will continue to be prominent.To stay relevant,GBS must embrace this skill revolution or risk being left in the dust.Sample:510 survey participantsSource:HFS Research in partnership with Capgemini,2024Exhibit 8:Generative busine

89、ss services must become the enterprise pool for finding new and hard-to-find skillsWhat skills are important for your organization today?How do you think the skills will change in future?50%47%38%32%35%34%27%47%43%35%28%41%39%33%TechnologyexpertsProblem-solving,analytical,Logic&Reasoning skillsProce

90、ss/domain expertsSame skillsetsas in-house atlower costsGovernanceand projectmanagementSoft skills(Communication,Negotiation,etc.)New or scarce tofind skillsCurrentlyIn futureOur strategy focuses on upskilling our team in new technologies,providing them with enriched career experiences.A GBS leader

91、at a global pharma18 2024|HFS ResearchFrom vendors to visionaries:The rise of ecosystem orchestrators in GBSTraditionally,third-party providers were considered transactional vendors,primarily focused on delivering specific services at lower costs.Their role was largely operational,providing support

92、to areas such as IT services,customer support,and back-office functions.As global business services(GBS)evolve,these providers will act as ecosystem orchestrators(see Exhibit 9).This means they will bring new skills,technologies,and capabilities to the table,integrating various elements of the busin

93、ess to create a seamless,efficient,and innovative ecosystem.HFS defines“ecosystem orchestrator”as a strategic role played by third-party service providers.This involves coordinating and integrating various elements of the business ecosystemtechnologies,processes,people,and datato create a seamless,e

94、fficient,and innovative operational environment.The primary goal of an ecosystem orchestrator is to drive value creation,enhance collaboration,and foster continuous innovation across the enterprise.Sample:510 survey participantsSource:HFS Research in partnership with Capgemini,2024Exhibit 9:Third-pa

95、rty service providers will play the role of ecosystem orchestrators to bring new capabilities to generative business servicesWhat is the role of your Third-party service provider?How do you expect the role of Third-party service provider to change in the next 3 years?3%47%32%18%1%20%37%42%Not applic

96、able we dont have any Third-party servicesMainly a vendor oftransactional servicesEqual partner who isdirectly linked to successor failure of overall GBSEcosystem orchestratorhelping to bring newskills/technologies/capabilities to GBSTodayIn 3 yearsProviders who see different parts of our business a

97、nd other enterprises,can help bring us together our operations,offering best-of-breed technologies and assisting in the centralization,standardization,and automation of processes.A GBS leader at a global oil and gas company19 2024|HFS ResearchCommercial engagements with third parties must evolve sig

98、nificantly as we transition to generative business services.You cannot price services in an AI-led model on the basis of human effort(time and material T&M,rate cards,FTE-based pricing,etc.)The shift from transactional,effort-based models to flexible,outcome-based,and value-driven engagements will b

99、etter align the interests of service providers with those of GBS organizations.Key features of future commercial engagement models:Shared revenue and risk:Service providers will have a stake in a projects success,incentivizing them to deliver higher-quality and more innovative solutions.The approach

100、 ensures that providers are more invested in the success of the initiatives,driving them to mitigate risks proactively.Value-based pricing:This could involve metrics such as cost savings,revenue growth,and customer satisfaction improvements.Clients will pay for the tangible value they receive,making

101、 the relationship more performance-oriented.Hybrid engagement models:Future commercial engagements may combine elements of different models to best suit a projects specific needs.Hybrid models allow for greater customization and can be tailored to the requirements of each engagement,providing a bala

102、nced approach that leverages the strengths of various models.Co-innovation partnerships:These partnerships involve joint development of new solutions and technologies,with both parties investing resources and sharing the benefits.Contracts will include incentives for innovation,encouraging providers

103、 to bring new ideas and cutting-edge technologies to the table.Enhanced transparency and accountability:Regular reporting and dashboards will provide real-time visibility into progress and outcomes.Providers will be held accountable for delivering on their promises,subject to penalties for underperf

104、ormance and bonuses for exceeding expectations.Sample:510 survey participantsSource:HFS Research in partnership with Capgemini,2024Exhibit 10.Commercial models will need to evolve beyond FTE-based pricing in an AI-led environmentWhat is the COMMERCIAL Model for your Third-party engagements?How would

105、 you like the commercial model to change in the next 3 years?5%42%26%20%8%1%28%18%39%14%Not applicable.We dont have any3rd party servicesBased mainly oneffort/input(e.g.,number of FTEs,Time&Material,etc.)Based on the volumeof transactionsprocessed(or output)Next-Gen GBS aided byflexible outcome-base

106、dmodels and shared-revenue models withservice providersA hybrid ofthe aboveCurrentlyIn future20 2024|HFS Research20 2024|HFS ResearchExhibit 11.AI-led data-driven GBS focused on driving growth and competitive advantage is the future of the GBS industryThe Bottom Line:As a GBS leader,you have a once-

107、in-a-lifetime opportunity to evolve from a cost-cutter to a game-changer.The evolution from traditional GBS to generative business services marks a radical shift.Its no longer enough to cut costs;the future is about creating value through innovation,strategic data use,and advanced skills.Organizatio

108、ns must embrace this transformation or risk being left behind in an increasingly competitive and digital world.Gone are the days of siloed functional activities and labor arbitrage.Today,GBS is all about driving top-line growth and competitive advantage through connected,frictionless enterprises pow

109、ered by digital transformation(see Exhibit 11).Data is no longer just for reportingits a strategic asset unlocking new value.The talent game has changed too,with a premium on scarce skills that push the innovation envelope.Service providers have morphed from mere vendors to ecosystem orchestrators,i

110、ntegrating cutting-edge tech like AI to create seamless,innovative operations.Commercial engagements have flipped from rigid,transactional models to flexible,outcome-based partnerships that tie provider success directly to client results.The message is clear:adapt to this bold new world or get left

111、in the dust.GlobalizationDigital pontificationBig hurry,ideas to actionShared Services&Outsourcing(till 2010)Global Business Services(2010today)Generative Business Services(2025+)Raison dtre Cost savings and efficiencyBetter business outcomes but still savings-orientedBusiness outcomes enabling topl

112、ine growth and competitive advantageDriverRecession in 2002;internetIncremental maturity of servicesDigital dichotomy of macroeconomic slowdown and the big hurry to innovate Scope/focusFunctional activities(AP,AR,Claims,etc.)Siloed processes focused on transactional activities and automationEnd-to-e

113、nd processes(O2C,P2P,R2R,H2R)More connected processes generating value but still in a more fragmented mannerA connected and frictionless enterprise generating maximum value from digital transformations while prioritizing sustainability and enhancing CX and EX.Driven by enterprise Data flows(customer

114、 data,employee data,partner data)Role of data ReportingSupport decision-makingData-as-an-asset to find new sources of valueRole of talent Labor arbitrage(primarily offshore)Process experts(offshore+nearshore)New or scarce skills(Anywhere shore)Role of technologyProcess enablementDigitization deliver

115、s greater productivityDriving innovationRole of change managementLift-and-shiftLift-shift-and-fix or fix-lift-and-shiftBuilt in as a discipline;ongoingTechnologies involvedOn-premise ERPSaaS+AutomationAI including GenAIIT-business convergenceIT and business operations in silosBoundaries between busi

116、ness and IT starting to blurFull convergence of IT and business operations Commercial modelsTransactional models built in-house without any commercials in placeLargely transactional but moving towards flexible,cost-effective revenue modelsNext-gen GBS aided by flexible outcome-based models and share

117、d-revenue models with service providersRole of service providerVendor(order taker)PartnerEcosystem orchestrator21 2024|HFS ResearchSurvey demographicsWe surveyed 510 GBS leaders and their stakeholders to understand their views about the future of GBS.Below are the demographic details of the survey p

118、articipants:By primary roleWhat role do you play in relation to your organization?By primary industry type11%10%10%9%9%8%8%8%8%8%7%5%Banking andFinancialServicesTechnologyand High-TechProfessionalServicesConsumerGoodsInsuranceRetailLifeSciencesManufacturingEnergy&utilitiesTelecomand mediaHealthcareG

119、overnmentand publicsectorSample:510 survey participantsSource:HFS Research,20245%6%14%30%14%15%17%Government or public sector$50 billion or more$20$49.9 billion$10$19.9 billion$5$9.9 billion$3$4.9 billion$1$2.9 billion17%25%22%25%11%By RegionBy revenue33%33%34%C-LevelSenior management(VP/SVP/EVP)Mid

120、dle management(Director/Sr.Director)Does your organization leverage Global Business Services?67%33%YesNo,but we are planning/embarking on a GBS journey50%40%10%North AmericaEuropeAsia PacificOur GBS leader reports to meI am a key stakeholder for our GBS organization and work closely with our GBS lea

121、dershipI lead our overall GBS organizationI am part of the leadership team at our GBS organizationI work for our GBS organization22 2024|HFS Research22 2024|HFS ResearchHFS Research authorsHridika joined the HFS team in 2021.Her core research focus area lies in business services.She also analyzes ho

122、w emerging tech,mainly process intelligence,intelligent document processing(IDP),and AI,can enable enterprises to reach their transformation goals.Hridika has seven years of experience in quantitative research and analysis with Kantar.She also serviced British American Tobacco,catering to the compan

123、ys primary and secondary research needs worldwide.Hridika BiswasSenior AnalystSaurabh sets the strategic research focus and agenda for HFS Research,understanding and predicting the industrys needs and ensuring that HFS maintains its position as the strongest impact thought leader for business operat

124、ions and services research.He oversees the firms global research function,managing a team of analysts and operations across the US,Europe,and Asia.Saurabh GuptaPresident,Research and Advisory Services at HFS ResearchSrini Vaddepalli is a practice leader and analyst for HFS Research.He specializes in

125、 covering information technology(IT)and business process management(BPM)service providers in finance and accounting(F&A),sourcing and procurement(S2P)horizontals,and the manufacturing vertical.With more than 15 years of experience with a service provider(Capgemini),an analyst firm(ISG),and a client(

126、Eastman Chemical),he has gained expertise from different perspectives within the IT/BP business areas.Srini VaddepalliPractice Leader23 2024|HFS Research23 2024|HFS ResearchAbout Capgemini Capgemini is a global business and technology transformation partner,helping organizations to accelerate their

127、dual transition to a digital and sustainable world,while creating tangible impact for enterprises and society.It is a responsible and diverse group of 340,000 team members in more than 50 countries.With its strong over 55-year heritage,Capgemini is trusted by its clients to unlock the value of techn

128、ology to address the entire breadth of their business needs.It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering,all fueled by its market leading capabilities in AI,cloud and data,combined with its deep industry expertise and partner ecosystem.Th

129、e Group reported 2023 global revenues of 22.5 billion.Get the future you want|24 2024|HFS ResearchAbout HFSINNOVATIVEINTREPIDBOLDHFS is a leading global research and analysis firm trusted at the highest levels of executive leadership.Our mission is to help our clientsmajor enterprises,tech firms,and

130、 service providers tackle challenges,make bold moves,and bring big ideas to life by arming them with accurate,visionary,and thought-provoking insight into issues that impact their business.Our analysts and strategists have deep,real-world experience in the subjects they cover.Theyre respected for their independent,no-nonsense perspectives based on thorough research,demand-side data,and personal engagements with industry leaders.We have one goal above all others:to propel you to success.