Globalizing Business Services: top enablers for success

Emma Beaumont reports live from Finance Transformation in Dallas What differentiates Global Business Services? That was the question TPI’s Bill Huber put to the 200+ delegates at Finance Transformation 2011 this week. Specifically, he challenged them to identify the core differentiators between a traditional Shared Services model and a GBS model. For more direct input, Bill asked a group of leading experts from NetApp, Lyondelbasell, CapGemini and Infosys to comment on their experience with operating GBS structures. As the former CPO of Wachovia, Bill Huber is no stranger to driving functional effectiveness. Today, he talked about GBS models operating both horizontally and vertically inside a function: in other words – how GBS goes BEYOND the single process offering, incorporating "top to bottom" approach inside a single function. Bill identified four key factors that enable a GBS model to deliver ADDITIONAL value beyond the remit of a traditional SSO: End-to-end process focus Higher potential for leadership growth Standardisation of processes globally Management of multiple strategic delivery models (many GBS have hybrid insourced/outsourced model) Dan Foster, Associate Director at Lyondellbasell, remarked on their GBS journey as being part of the solution to tackling the challenge of a competitive market position. Being a commodity-based organisation means they "must differentiate themselves on price," explained Foster. Two years ago, Lyondellbasell was unhappy with their positioning on the Hackett matrix. By focusing on a GBS approach, they moved themselves into the top quadrant. He referred to their battle cry as "centralise, standardize, document and improve" – an approach Lyondellbasell has now used to transform global processes such as Capital, Master Data Management, and Dispersements. Huber went on to ask the panelists for some GBS benefits beyond cost contributions to SG&A – Joe Kieffer of CapGemini responded that he had rarely seen a GBS business case that was based on pure cost-play. In his view, the model has to also demonstrate improved transparency, controls (in SoX World), and levels of consistency across global processes. Kieffer noted that "too many CFOs have to report their numbers to Wall Street in three days, and they simply aren’t comfortable doing that without a certain level of consistency across global processes. GBS structures give them than reassurance." [eventpdf]

Globalizing Business Services: top enablers for success

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