It is no surprise that agentic AI was one of the hottest topics in equally scorching Portugal during Shared Services and Outsourcing Week Europe this year. The chairs' closing remarks began with asking the question, "Will we be agenticized?" It's a big question, and one that, as of yet, nobody can answer. Despite this looming uncertainty, an optimism for the future of shared services and global business services (GBS) careers was evident among the buzz of the conference hall, all the way through to the end of the event.
Panels, keynotes, demonstrations, and debates took place over four days in Estoril, each digging into the topics that are moving the needle for shared services and GBS organizations. In this round-up, we'll share five of the key takeaways, as curated by chairs Bill Jolly, SVP Global Business Services, Bayer, Sandy Khanna, Vice President, MGS Finance, Mars Global Services, Mars, and Lene Hylling Axelson. SVP Global Solutions, Novo Nordisk, in their closing remarks.
1. With AI, start with the problem, not the tool
One of the most insightful pieces of advice given throughout the event came from Axelson's reflection on Iron Mountain's approach to AI adoption. Instead of asking "what can AI solve?", the better question is "which problem do we want to solve, and how can AI help?". This subtle shift has significant implications, pivoting organizations from reactive, scatter-gun approaches to using innovative technologies to think strategically about the challenges that need addressing.
For GBS leaders navigating a busy landscape of AI vendors and use cases, this reframe helps to avoid being swept up by AI hype, instead staying laser-focused on problem solving.
2. Stop being victims and embrace what's coming
Khanna's rallying call was one of the most energizing moments of the chairs' reflections, urging the audience to step out of feeling threatened by the sea change occurring within GBS. Instead, he invites GBS leaders and practitioners to empower themselves to be part of the change, as opposed to getting swept up in it.
The opportunity to carve out the future of shared services and GBS is there for those who are emboldened to take it by applying creative, critical thinking, enabled by innovation and technology solutions.
3. Run 90-day experiments – then kill it or scale it
A more practical takeaway emerged later in the chair's closing remarks for those undertaking AI experiments: set a 90-day window and, at the end, make a binary call. Will we kill it, or scale it?
In an environment where pilot programs have a habit of drifting indefinitely without delivering clear impact, this approach brings welcome accountability. It asks teams to define success criteria upfront, move quickly, and avoid the trap of perpetual experimentation that fails to translate into operational improvements. This model offers a clear way to build momentum and demonstrate progress – and to know when to abandon a failing AI pilot.
4. Claim your spot at the C-Suite's table
A recurring theme across the chairs' reflections was the relationship between GBS and senior leadership, with many GBS leaders reporting directly to the C-Suite. The chairs highlighted the need for GBS to show up differently in those conversations:
- Construct a clear narrative
- Speak the language of business
- Tell the C-Suite what you will contribute
In other words, don't wait to be asked. "We have the access. Let's use it," said Khanna. Too often, shared services and GBS leaders undersell their strategic relevance at the moments when visibility matters most. But these leaders have a story to tell, and the challenge – and opportunity – to tell it with confidence.
5. Translate everything into business outcomes
The final takeaway we're highlighting here was one selected by Jolly – and one of the most fundamental. His reflection cut to the heart of a challenge that follows shared services: the tendency to speak in operational metrics, but not always strategic ones. The imperative, as he framed it, is to translate every initiative, investment, and experiment into business outcomes. Yes, efficiency gains and niche incremental improvements matter, but only when they explain how they serve the business.
Looking ahead to 2027
SSOW Europe 2026 left delegates with a lot to think about – and a lot to do. If the audience takes the suggestions offered in the chairs' closing remarks, then the conversations that pick back up in Estoril in 2027 promise to show real progress. If you're curious about joining those conversations, check out the upcoming Shared Services and Outsourcing Week events and meet us, and your peers, there.