GBS Health Score — Krzysztof Herdzik
Free Assessment

GBS Health Score
How does yours rank?

8 questions. 5 minutes. Benchmarked against 50+ real GBS transformations. See exactly where you're leaking cash, credibility, and strategic influence.

Question 1 of 80% complete
Finance Operations
How many days does your month-end close take?
From period end to final P&L sign-off
Benchmark: Best-in-class = 1–3 days · Average = 5–6 days · Laggard = 10+ days
1–3 days
Best-in-class
4–6 days
Average
7–10 days
Below average
10+ days
Laggard
Accounts Payable
What percentage of invoices require manual intervention?
Exceptions, queries, rerouting, manual matching — any human touch required
Benchmark: Best-in-class = under 10% · Average = 20–30% · Laggard = 40%+
Under 10%
Best-in-class
10–25%
Average
25–40%
Below average
Over 40%
Laggard
Accounts Receivable
What is your Days Sales Outstanding (DSO)?
Average number of days to collect payment after a sale
Benchmark: Best-in-class = under 30 days · Average = 40–50 days · Laggard = 60+ days
Under 30 days
Best-in-class
30–45 days
Average
45–60 days
Below average
60+ days — or I don't track this
Laggard
Strategic Positioning
How does your CFO view GBS in your organisation?
Be honest — this is the single most important question in this assessment
Strategic partner — we co-own business outcomes with the C-suite
Best-in-class
Valued function — respected but not seen as strategic
Average
Cost centre — evaluated on headcount and savings only
Below average
Back-office — rarely part of strategic conversations
Laggard
Process Automation
What is your AP/AR straight-through processing rate?
Transactions processed without any human touch
Benchmark: Best-in-class = above 80% · Average = 50–65% · Laggard = under 25%
Above 80%
Best-in-class
50–80%
Average
25–50%
Below average
Under 25% — or I don't track this
Laggard
Working Capital
Does your GBS own working capital KPIs?
DPO, DSO, cash conversion cycle — with targets your team is accountable for
Yes — we own and report working capital KPIs to the board
Best-in-class
Partially — we track it but don't own the targets
Average
No — Finance owns it, GBS just processes transactions
Below average
We don't measure this at all
Laggard
Leadership Language
Can your GBS leadership present in CFO language?
Cash impact, margin, working capital — not SLA metrics and automation rates
Yes — we speak business outcomes, not operational metrics
Best-in-class
Some leaders can — but it's inconsistent
Average
Rarely — we default to process metrics every time
Below average
No — this has never been a priority
Laggard
Continuous Improvement
How would you describe your GBS improvement culture?
How does your team respond to inefficiency, new ideas, and process failures?
Proactive — we identify and fix issues before they escalate
Best-in-class
Reactive — we fix things when problems arise
Average
Slow — improvement projects take months to start
Below average
Absent — we run the same processes as 3 years ago
Laggard
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Your GBS Health Score
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Your score by dimension
Estimated annual opportunity
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Want to know exactly where to start?

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Benchmark source: Nalu Experts proprietary data from 50+ GBS/SSC transformations across AP, AR, GL, Procurement, HR, and IT — 20+ countries. Real engagement data, not public surveys.