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1、Sponsored byThe State of Global Business Services in 2023 And BeyondRESEARCH&ANALYTICSTable Of ContentsIntroduction 03Global Business Services in Growth Mode 04The Current Services Delivery Model Scope,Trends,Objectives 06Delivering“More”as in“Value”10What Role Does Location Play Today?11Optimizing
2、the Workforce 12Talent Strategies 13The Big Differentiator:Experience 14Experience,Value Add Services And How To Optimize Talent:Gbs Levers For 2023 Q&A with Marc Thewes&Maria Saggese,EY 16Technology:The Star Player 19Summary:Virtual Reality Rules 22RESEARCH&ANALYTICS 2023 SSON R&A|02 02THE STATE OF
3、 GLOBAL BUSINESS SERVICES IN 2023 AND BEYONDINTRODUCTIONAt a time in which so many pressures are converging on enterprises and the external ecosystem continues to prove volatile and uncertain,our survey of the shared services and business services delivery market has proved highly informative.While
4、the model has successfully navigated the many challenges it faces,it is also presented with numerous opportunities,finding itself not only more valued but also increasingly asked to take on more work.Global Business Services GBS has been the Holy Grail of shared services for years.In our survey of s
5、hared services and business services leaders,six of 10 respondents are already committed to GBS,either implemented or on the journey.The reasons are not hard to fathom.GBS differentiates itself from shared services predominantly through its end-to-end perspective of a broader service delivery ecosys
6、tem,centralized leadership,and multi-functional approach.Its also more likely to scale benefits across global operations.Our data confirms that most shared services are in growth mode,both in terms of scope(expanding service lines)as well as geographic coverage.There are significant benefits to leve
7、raging GBS to take on and assimilate this added volume,as you will see.This report provides a snapshot of where the GBS model finds itself in 2023,as well as the value-drivers that determine its success.We find that“experience”is playing a central role in process(and technology)design(see page 14),a
8、nd we share some of the specific steps GBS are taking to drive customer experience(CX)as well as employee experience(EX).What is clear,as Marc Thewes,Co-Lead of EY America GBS explains on page 16,is that“a strong EX foundation needs to be established before you can perfect your CX.”One of the bigges
9、t challenges facing GBS is to move from a predominantly KPI-driven culture to one defined by end-to-end performance and customer experience.Its what Maria Saggese,EY Global and EMEIA GBS Leader describes as“the alignment of KPIs with the broader business strategic aims and end-to-end services.”Its t
10、he key to achieving the change GBS strives towards.I hope this report will support your service delivery endeavors and provide both encouragement and ideas to push forward.Barbara HodgeSSON Research&AnalyticsGlobal EditiorRESEARCH&ANALYTICSRESEARCH&ANALYTICS 2023 SSON R&A|03 THE STATE OF GLOBAL BUSI
11、NESS SERVICES IN 2023 AND BEYOND03GLOBAL BUSINESS SERVICES IN GROWTH MODEThe shared services model has been driving more efficient business support for more than 40 years initially in the US and then globally.While pioneers focused on cost optimization above all(i.e.,efficiency),we have seen the int
12、ervening decades expand the focus to performance(i.e.,effectiveness)and value-add.More recently,shared services have stepped up to provide a buffer against the volatility,uncertainty,complexity,and ambiguity(VUCA)vagaries that organizations operating across borders,currencies,and political spectrums
13、 are exposed to.Over this time,we also witnessed the re-branding of shared services as Global Business Services(GBS)a more capable,sophisticated,and influential model that supports worldwide operations through a multi-functional,standardized approach and centralized decision-making.While shared serv
14、ices are generally associated with a captive center,focusing predominantly on the activities performed within that center,the shift to Global Business Services recognizes a more holistic end-to-end view in driving efficiency and effectiveness across functions.In so doing,the GBS model leverages the
15、full ecosystem from captive to outsourcing to retained organization in optimizing value add.Furthermore,the reference to“Global”Business Services recognizes the need to govern globally in order to drive consistency and standardization,and to reap the maximum rewards from improvement initiatives.This
16、 GBS model is in growth mode as a result of its performance capability,and its stronger impact on improvement initiatives like digital transformation.Yes,we are transitioning to a GBS model Yes,we are mature GBS&now scaling value-added services Yes,we are mature GBS and moving towards digitized GBS(
17、enabled by digital technology)Not yet,but planning in next 3-5 years No,and no plans to implement it No,we tried GBS but deconstructed it19%19%16%23%22%are commited to GBS61%1%Do you operate as a GBS?Source:SSON R&A,2023RESEARCH&ANALYTICS 2023 SSON R&A|04 THE STATE OF GLOBAL BUSINESS SERVICES IN 202
18、3 AND BEYOND04With GBS effectively operating at the heart of the enterprise,its well placed to manage not just cost concerns,but also navigate supply side disruptions,drive digitization,support expansion and react to geopolitical instabilities of the kind we have seen so much of,recently.The interna
19、l and external pressure points that are beleaguering organizations are prime candidates for GBS-solutioning.Which current trends are causing the most disruption for your enterprise?81%41%38%32%30%14%14%11%7%4%8%0%90%Cost pressureDigitizationSupply chain disruption(eg:COVID-19 virus)Geo-political ins
20、tabilityEconomic growth/retrenching in certain regions or countriesPandemic health concernsCurrency fluctuationsGlobal warming/sustainabilityCompetition from alternative/innovative start-upsProtectionism/trade warOtherWe have witnessed the re-branding of shared services as Global Business Services a
21、 more capable,sophisticated,and influential model that supports worldwide operations.RESEARCH&ANALYTICS 2023 SSON R&A|05 THE STATE OF GLOBAL BUSINESS SERVICES IN 2023 AND BEYOND05THE CURRENT SERVICES DELIVERY MODEL SCOPE,TRENDS,OBJECTIVESEvery year sees more and more organizations adopting a shared
22、services mindset and model.The growth of this model is confirmed by a continuous pipeline:According to the survey,31%of organizations are either in the planning or early launch phases;45%are in the mid-maturity range(3-10 years);and 25%are highly mature(at 10+years).The continued expansion and advan
23、cement of the shared services model,therefore,is assured as is the proliferation of the GBS version.What differentiates Global Business Services from traditional shared services is primarily centralized leadership;multifunctional,multi-country services support;and a more holistic view over process o
24、wnership and integration.In line with this trend,SSON Research&Analytics(SSON R&A)data confirms 87 percent of global shared services are prioritizing end-to-end process integration this year,primarily in the traditional finance functions:procure/source-to-pay,record-to-report,and order-to-cash where
25、 we see roughly 2/3 of respondents already driving process integration.By contrast,less than 40%are pushing end-to-end integration across hire-to-retire.How long has your GBS/SSO been operating?25%30%15%27%4%If your services include End-to-End(E2E),which of the following do you provide?0%70%Record-t
26、o-ReportSource-to-PayOrder-to-CashHire-to-RetireWe do not offer E2E servicesOther68%65%62%38%18%21%Planning phase 03 year 35 years5 60%operating virtuallyRESEARCH&ANALYTICS 2023 SSON R&A|22 THE STATE OF GLOBAL BUSINESS SERVICES IN 2023 AND BEYOND22The challenges facing GBS/SSO leaders are also oppor
27、tunities.Service delivery models are being rethought in light of whats available today,and market conditions.The pandemic proved a clarion call for new business models and so it is:virtual,hybrid,landlord.there are multiple opportunities to adjust the current model to better serve organizational obj
28、ectives.Certainly,the digital wave is having an impact on operating models and is accelerating end-to-end integration both of which support improved performance as well as enterprise transformation.Finally,sustainability has become a word all shared services want to be branded with.It defines both t
29、heir service to the business but also how work is done.Today presents an extraordinary opportunity to leverage digital,analytics,and partnerships to become more strongly aligned with the organization in order to serve its ultimate purpose:succeed and prosper.Looking forward and reflecting on your fu
30、ture plans,what are your top objectives in the next 5 years?Improving the Customer ExperienceImproving the Employee ExperienceExpanding scope by incorporating new capabilities as a service Leveraging automation/smart technology to drive efficiencyExpanding scope by incorporating new functions and pr
31、ocessesDriving process performanceLeveraging automation/smart technology to drive effectivenessSupporting enterprise digital change agenda/transformationExpanding scope by incorporating acquisitions/BUsDriving workforce optimizationDriving service agilityDriving service innovation62%61%57%56%51%42%3
32、9%28%25%20%19%17%0%70%RESEARCH&ANALYTICS 2023 SSON R&A|23 THE STATE OF GLOBAL BUSINESS SERVICES IN 2023 AND BEYOND23ABOUT EYEY exists to build a better working world,helping create long-term value for clients,people and society and build trust in the capital markets.Enabled by data and technology,di
33、verse EY teams in over 150 countries provide trust through assurance and help clients grow,transform and operate.Working across assurance,consulting,law,strategy,tax and transactions,EY teams ask better questions to find new answers for the complex issues facing our world today.EY refers to the glob
34、al organization,and may refer to one or more,of the member firms of Ernst&Young Global Limited,each of which is a separate legal entity.Ernst&Young Global Limited,a UK company limited by guarantee,does not provide services to clients.Information about how EY collects and uses personal data and a des
35、cription of the rights individuals have under data protection legislation are available via member firms do not practice law where prohibited by local laws.For more information about our organization,please visit .ABOUT SSON RESEARCH&ANALYTICSThe SSON Research&Analytics platform provides shared serv
36、ices/service delivery professionals around the world with direct access to real-time,granular data and benchmarks.Part of the Shared Services and Outsourcing Network(SSON),established for more than two decades with 200,000 members worldwide,SSON R&A distinguishes itself from other associations by of
37、fering direct access to relevant metrics at a highly competitive cost.SSON R&A also offers expert advisory,consulting and bespoke research services to support your projects with analytics,experience,and industry knowledge.With a Practitioner Premium Subscription,you can book one-on-one time with our
38、 consultants who bring 10+years of in-house or consulting experience across:KPI Models,E2E Process Performance,Location Assessment and Feasibility,Change Management,Service and Operations Management,Digital Transformation,Finance,HR,Procurement and Supply Chain Expertise,and SSO/GBS Set-Up&Expansion.RESEARCH&ANALYTICSRESEARCH&ANALYTICSTHE STATE OF GLOBAL BUSINESS SERVICES IN 2023 AND BEYOND 2023 SSON R&A THE STATE OF GLOBAL BUSINESS SERVICES IN 2023 AND BEYOND