At our GBS consulting firm, we specialize in helping organizations design and expand their GBS concepts. Our expert team has extensive experience in developing and implementing effective GBS strategies that drive organizational success and align with the core business.
We take a tailored approach to GBS design and expansion, working closely with our clients to understand their unique goals, challenges, and opportunities. We then develop a comprehensive and customized plan that addresses the specific needs of the organization.
Our services include assessment and strategy design, implementation support, training and development, and ongoing support to ensure the success of the GBS concept. We can also provide guidance and support for integrating the GBS with the core business, ensuring that the GBS is aligned with the organization’s overall goals and objectives.
The first step in designing and expanding a GBS concept is to assess the organization's current GBS capabilities and identify areas for improvement. This assessment can include evaluating the organization's current processes, systems, and resources, as well as conducting interviews with key stakeholders to gather their perspectives and insights.
Based on the findings of the assessment, the next step is to design a comprehensive and effective GBS strategy that aligns with the organization's core business and drives organizational success. This strategy should outline the key goals and objectives of the GBS, as well as the specific processes, systems, and resources that will be used to achieve these goals.
Once the GBS strategy has been designed, the next step is to develop a detailed plan for implementing the strategy and bringing it to life. This plan should include specific steps and milestones for each aspect of the GBS concept, as well as timelines and budgets for each phase of the implementation process.
The fourth step in the process is to provide support and guidance to the organization as it implements the GBS concept. This can include training and development for staff, as well as ongoing support and assistance to ensure that the GBS is implemented successfully and delivers the desired results.
The final step in the process is to support the organization in integrating the GBS with the core business, and providing ongoing support and guidance to ensure the continued success and stability of the GBS concept. This can include regular reviews and assessments of the GBS, as well as support for making any necessary adjustments or improvements to the GBS concept over time.
In a bold and daring statement, let’s face it: the Global Business Services (GBS) as we’ve known might come to an end – AI might be the biggest change catalyzation since the GBS concept was created. And no, it’s not artificial intelligence (AI) that’s ringing the bell. It’s something far more human – it’s the capabilities of GBS leaders.
As we stand on the brink of a new era, it is clear that artificial intelligence (AI) is set to revolutionize Global Business Services (GBS). Like the advent of the internet and mobile technology, AI presents a seismic shift, transforming how we do business, interact, and deliver value. For GBS leaders, this change is both a challenge and an opportunity, an inflexion point that calls for a pioneering spirit.
We are on the brink of a technological revolution that is set to redefine our industry – the advent of Generative AI. According to McKinsey’s latest research, this groundbreaking technology could contribute an astounding $2.6 to $4.4 trillion annually across 63 different applications. To grasp the enormity of this figure, consider this: it’s equivalent to adding between 57 million to 98 million new GBS jobs (with an average salary of $45k) to the global economy every year. This isn’t just a game-changer; it’s a whole new game.
In my years of consulting, I’ve encountered a common fear among clients – the fear of process standardization. The mere mention of the term conjures up images of lengthy implementation periods, resistance from the organization, and exorbitant costs. Sometimes, the unique nature of their inputs makes standardization seem like an impossible task. However, I firmly believe that there’s a way to navigate these challenges and gradually introduce standardization in a manner that is both flexible and effective.
R.I.P GBS Director. Welcome Global Business Service Strategist!
As the GBS Leader, you play a vital role in ensuring that your organization is innovative and always on the cutting edge. One of the most important ways to encourage innovation is by empowering your employees.
Krzysztof is an experienced Senior Leader with 20+ years of demonstrated experience as CFO/Managing Director/Consultant for GBS/SSC/BPO organizations.
He specializes in designing, setting up, and executing the governance structure in the GBS environment on the global level.
He uses the concept of GBS/SSC as a Trusted Advisor in driving stakeholders’ relationships.
He was awarded as the best manager in the CEE region in the GBS/BPO industry, the best BPO company in the service sector in CEE Region and the best employer in Poland.
Graduated from Harvard Business School in Innovation. Holds ACCA Financial qualifications and M.A. in Finance and Accounting.
He worked e.g. with Universal Music, Avon, Expedia, Acelity (now part of 3M), eTraveli (part of Media Group Pro7) helping them to transform their GBS journey.
PERSONAL:
– THE BEST BUSINESS PROCESS OUTSOURCING MANAGER 2016 FOR CENTRAL AND EASTERN EUROPE
– BUSINESS TIGER BY PRO PROGRESSIO
FOR THE COMPANIES I MANAGED:
– THE BEST EMPLOYER OF THE YEAR BY AVON
– THE BEST SERVICE COMPANY BY PRO PROGRESSIO
– THE FASTEST GROWING COMPANY VALUE BY FORBES
