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Global Business Services as an Engine of Value Creation

Thank you for participating in this important research. Your responses will drive our thought leadership report exploring how organizations are repositioning GBS from a transactional efficiency driver to a strategic value enabler and value generator. This survey takes approximately 10 minutes to complete. All responses are confidential and will be reported only in aggregate. You will be sent a copy of the report – just check the box in the last question.
1.What best defines you?
2.How many years has your SSO/GBS been in operation?
Expanding Beyond the Back Office
3.Which of the following functions are currently within scope for your GBS organization? (select all that apply)
4.Which of the following front- or middle-office capabilities do you a) either already have in scope OR b) anticipate bringing into your GBS scope within the next 3 years? (select all that apply)
5.Which of the following cross-functional/transformational capabilities do you either a) already have in scope OR b) plan to bring into scope in the next 18 months? (select all that apply)
6.What is the single greatest barrier to expanding GBS into front- and middle-office functions? (select best answer option)
7.What is the most compelling reason/business case for GBS to bring these front- and middle-office functions into scope? (select best answer option)
Value Protection vs. Value Creation
8.How would you characterize your GBS’s current strategic mandate? Please allocate 100 % across the two dimensions below.
9.Which value-creation outcomes has your GBS organization demonstrably delivered in the past 24 months? (select all that apply)
10.How do your primary stakeholders (e.g., CFO, CEO, business unit leaders) currently measure the success of GBS? (select all that apply)
11.To what extent does your GBS organization have a formal framework for quantifying value creation (beyond cost savings)?
1 — No formal framework; value is anecdotal
2 — Nascent; some ad hoc measurement
3 — Developing; value tracking in select areas
4 — Mature; consistent cross-functional value metrics
5 — Leading practice; integrated into enterprise performance management
GBS as an Enterprise Enablement Platform
12.Which of the following platform capabilities has your GBS organization deployed at an enterprise scale? (select all that apply)
13.How would you rate the maturity of your GBS organization's AI and automation capabilities today?
1 — Piloting; isolated use cases, limited scale
2 — Scaling; multiple use cases in production
3 — Embedded; AI/automation integrated into core workflows
4 — Differentiating; AI driving measurable competitive advantage
5 — Enterprise-wide AI operating model in place
14.Which of the following statements best describes your GBS organization's role relative to AI deployment across the enterprise? (select best option)
Monetizing GBS — Revenue Enablement & Generation
15.Does your GBS organization currently operate any of the following revenue-enabling or revenue-generating models? (select all that apply)
16.Over the next 3 years, how likely is your organization to formally recognize GBS as a revenue contributor (not just a cost center) in your enterprise operating model?
1 — Very unlikely
2 — Unlikely
3 — Possible, but not a current priority
4 — Likely
5 — Already underway or planned within 12 months
17.What is the most significant enabler for GBS to evolve into a revenue-generating function? (select best answer option)
Talent, Leadership & the 'Enterprise Athlete'
18.Which of the following leadership competencies are most critical for your GBS organization over the next 3–5 years? (select all that apply)
19.How is your GBS organization addressing the talent gap required to support value-creation activities? (select all that apply)
20.Given the new capabilities needed, is your GBS organization initiating location changes (adding, closing, shifting centers) due to lack of knowledgeable talent in current locations?
Ecosystem, Partners & Alliances
21.How significant is your reliance on technology/solution vendors providing the foundational platform for your GBS model?
1 — Minimal; we operate primarily in-house
2 — Selective; partners for specific transformation projects
3 — Moderate; ongoing partnerships in several capability areas
4 — Significant; partners are integral to our operating model
5 — Ecosystem-led; external partners co-operate core GBS functions
22.How significant is your reliance on consulting firms/delivery partners to design/build/operate your GBS model?
1 — Minimal; we operate primarily in-house
2 — Selective; partners for specific transformation projects
3 — Moderate; ongoing partnerships in several capability areas
4 — Significant; partners are integral to our operating model
5 — Ecosystem-led; external partners co-operate core GBS functions
23.What is the primary value you seek from external GBS ecosystem partners today? (select best answer option)
24.To what extent is your GBS organization moving toward using native platform capabilities (e.g., AI embedded in ERP / cloud platforms) rather than building custom solutions?
1 — We predominantly build custom solutions
2 — Leaning toward custom, but exploring native options
3 — Balanced approach
4 — Leaning toward native platform capabilities
5 — Native-first strategy; we only build when no platform option exists
GBS Maturity & Forward Outlook
25.How would you rate your overall GBS maturity on the journey from cost center to value creation engine?
1 — Foundational: focused primarily on cost and efficiency
2 — Emerging: beginning to deliver service excellence and some digital capabilities
3 — Advancing: value protection is strong; value creation initiatives underway
4 — Leading: GBS is recognized as an enterprise value enabler
5 — Transformative: GBS is a strategic value engine with measurable revenue impact
26.What are the 2-3 most important priorities for your GBS organization over the next 12–18 months, and why?
Thank you for your participation. Your insights will directly shape this thought leadership report, which will be shared with all participating GBS leaders (please ensure you “opt in” with your email address below to receive your copy).
27.Check the areas you are interested in learning about: