It’s Official—GBS has Outgrown Its Old Job Description.

Global Business Services has moved beyond its origins in cost efficiency. It’s now expected to lead enterprise transformation, embed AI, enable agility, and deliver measurable business value.

This shift isn’t just a stretch of the old model—it’s a full rewrite. GBS is becoming the connective tissue between data, digital, and decision-making across the enterprise.

But here’s the catch: while many organizations claim to be on this journey, most are still stuck in pilot mode—missing the capabilities, leadership alignment, or operating model maturity to truly scale impact.

 
1. The AI Ambition Gap

We hear a lot about AI transforming GBS—but the reality on the ground tells a different story. The gap between ambition and execution becomes especially clear when we look at how GBS organizations are preparing for AI and building relevant capabilities. 

AI is at the heart of digital transformation—but most GBS teams haven’t yet built the muscle to scale it. According to SSON Research & Analytics’ newly published survey on GBS as the Engine of Digital Transformation, nearly 40% of respondents have no dedicated AI team in place, revealing a significant shortfall in organizational readiness. On the flip side, close to 20% are taking a hybrid approach by embedding AI experts within specific functions, while 26% have established Centers of Excellence (CoEs) to drive digital skill-building and cross-functional collaboration. 

When it comes to actual integration, 56% of GBS teams are still using AI in a limited or task-specific way, and 21% haven’t adopted it at all. Only about 20% have progressed further—embedding AI across multiple functions or integrating it as a core part of their operations.

To drive real impact, it’s not about playing with tools—it’s about weaving AI into the very fabric of how we work.

 
2. Talent Is the Transformation Bottleneck

Let’s not sugarcoat it: GBS is short on the skills needed to deliver the future it’s being asked to lead. Our data reveals that 85% of survey respondents are seeking automation, AI, and analytics skills...the trifecta that determines digital transformation. 

These skills are underrepresented in most GBS organizations, creating a critical gap. Over two-thirds are addressing this through in-house initiatives focused on continuous learning, innovation, and development. Only 18% plan to close the gap by recruiting externally.

3. GBS Leaders Are Being Recast as Innovators

According to the survey, 36% of respondents believe GenAI will shift GBS leadership away from operational management and toward innovation. That means GBS leaders need to stop thinking of themselves as efficiency experts—and start acting as digital architects. It's not about faster processing anymore. It’s about anticipating what's next and shaping how work gets done.

 
Value Creation Needs a Rebrand: Data Isn't Just for Efficiency Anymore

We’ve long known data is valuable—but most organizations are still playing it safe. Right now, the majority are using data to tweak processes and cut costs. That’s useful, but it’s not game-changing.

The real value? Using data to uncover new revenue streams, fuel innovation, and create customer value across the enterprise. Yet only a small fraction—just 14%—are tapping into that potential.

Even fewer are pushing data beyond internal use, with just 6% leveraging it to generate external-facing revenue or cost savings through new business models.

This is the rebrand opportunity: Data isn’t just a support tool—it’s a growth engine. GBS teams, with their vantage point across functions and tech, are in a prime spot to lead this charge. But to truly unlock this potential, clean, high-quality data is non-negotiable. It’s the foundation for automation, AI, and every insight-driven decision to come.

 
5. From Provider to Partner

A quiet—but critical—shift is underway in how GBS communicates its value. For 53% of organizations, the story is still centered on KPIs and service catalogs—framing GBS as a responsive service provider. It’s a solid foundation, but one that limits GBS to a back-office role.

In contrast, 47% are rewriting the script. These organizations are positioning GBS as a strategic partner—aligned with enterprise priorities and actively shaping the digital agenda. Instead of just reporting performance, they’re demonstrating real impact and driving transformation across the business. 

The implication is clear: executive leadership doesn’t just want performance updates. They want to understand how GBS is enabling transformation, driving outcomes, and adding real business value. Case studies and success stories speak louder than dashboards.

The Bottom Line

GBS isn’t just here to support transformation—it’s here to lead it. But leadership takes more than ambition. It requires clarity, investment, and above all—action.

Curious how top performers are making it happen? Download the full report: GBS as the Engine of Digital Transformation. 

And don’t miss our upcoming webinars where we dive deeper into the data and spotlight who’s moving the needle: 

·       The World’s Best GBS 2025: Winner Spotlight (June 5) 

·       Inside GBS: What’s Changing & Why It Matters (June 24) 

·       The World’s Best: An Analysis of High Performance (July 10) 

We’re breaking it all down so you can see what’s working—and how you can move forward with confidence. 

Because let’s face it…
It’s official—GBS has outgrown its old job description.

Until Next Time, 

Naomi Secor