From Cost to Strategic Partner: How GBS Leadership is Redefining Value

This October, the 19th Shared Services & Outsourcing Week (SSOW) Autumn took place in Amsterdam. For three days, the city offered more than just stroopwafels, as it buzzed with bright ideas and forward-thinking discussions.

 In recent years, Global Business Services (GBS) perceptions have shifted from cost center to strategic partner. As such, GBS leaders are under increasing pressure to prove their strategic value to the C-Suite, moving beyond cost reduction to driving business impact.  

At the SSOW Autumn 2025 conference, leaders from across industries shared how to deliver enterprise-wide value in a dynamic panel. Panel members included:  

1. Patric Somlo, SVP, Corporate Finance, Lonza
2.  Amanda Booker, Vice President, Global Sales, Operations & Payments (COO), TheFork, a TripAdvisor company
3. Jennifer Chard, Chief Executive Officer, Defence Business Services & SRO for Corporate Services Modernisation, Ministry of Defence
4. Moderator: Bill Jolly, SVP / Head of Global Business Services, Bayer AG

So how are GBS leaders redefining value in their organizations?

From a Transactional to a Strategic Mindset

Historically, GBS has been viewed through a transactional lens. But the model has moved beyond transactional work as organizations recognize its potential to drive enterprise-wide value through strategic collaboration, talent mobility, innovation, and technology adoption.

“We’re not particularly special, we’re just stretched. And that stretch forces us to think creatively, incubate new businesses, and add value beyond cost savings.” – Amanda Booker

However, this shift means aligning with the wider enterprise’s priorities is crucial. GBS leaders must speak the language of the business, focusing on outcomes like quality, speed, and strategic impact rather than just cost per transaction. 

“Rather than talking cost per transaction, talk about quality, cycle time, and measurable impact. That helps build empathy and alignment with senior management.” – Patric Somlo

Building Enterprise Thinking Through Talent Mobility

One key benefit of GBS is that it acts as a source of enterprise talent. So, by enabling movement between GBS and other business units, organizations are building credibility and fostering cross-functional understanding. 

“We exported a lot of talent from GBS into senior roles. That gave us credibility and helped build a community that understands both business and service operations.” - Patric Somlo 

This mobility not only strengthens GBS’s reputation but also helps embed enterprise thinking across the organization. It also signals to emerging talent that GBS is a launchpad for broader leadership roles, not an endpoint.  

“We’ve focused on changing the culture, so our teams understand the bigger picture. Giving them a voice and agency to drive change is key.” – Jennifer Chard 

Storytelling as a Strategic Lever

Branding and storytelling are essential tools in redefining the value of GBS. In many organizations, GBS operates behind the scenes, quietly ensuring that processes run smoothly, so when everything works as it should, it goes unnoticed.  But when something breaks, the impact is immediate. Suddenly, GBS is front and center, and not in a good way.

 This is where branding and storytelling come in. A strong brand identity for GBS helps internal stakeholders understand its purpose, its achievements, and its role in driving business outcomes.  

“When we do a brilliant job, it goes unnoticed. When something goes wrong, it’s personal.  So, we’ve invested in branding and storytelling to show the value we add.” - Jennifer Chard 

For storytelling to truly resonate, GBS needs a unified message across all levels of leadership. When leaders speak with one voice, it builds trust and clarity across the organization.

“We come together at the executive level, align on strategic priorities, and then operationalize those ideas across our pillars.”- Amanda Booker

Final Thoughts: Advice for GBS Leaders 

“Stop being reactive. Lean in and help shape enterprise objectives.” – Jennifer Chard 

“Embrace technology. GBS can lead the innovation agenda.”- Patric Somlo

 “Tell the story. Show how AI and change management are opportunities, not threats.”- Amanda Booker

By fostering talent mobility, embracing innovation, and telling compelling stories, GBS leaders are redefining what it means to add value.  

Want to learn more? SSOW Europe returns to Lisbon in 2026!

Join shared services leaders at the 26th annual SSOW Europe 2026 in Estoril, Portugal! This year, we challenge the GBS model from the outside-in; redefining what tomorrow’s service models must deliver. Prepare to benchmark, innovate and build truly future-proof GBS!

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