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2019 Global Shared Services Survey Report Summary

Core Content

The 2019 Global Shared Services Survey Report, the 11th biennial edition, provides insights into the evolving landscape of shared services centers (SSCs) and global business services (GBS) across various industries and regions. It highlights the increasing role of digital capabilities, cost efficiency, and strategic location choices in shaping the future of shared services.

Main Points

• Digital Adoption: GBS organizations are rapidly adopting digital technologies such as cloud computing, robotic process automation (RPA), and single-instance ERP systems. Over 85% of respondents have implemented at least one of these technologies, with a significant increase in end-to-end automation (from 8% in 2017 to 63% in 2019). Companies achieving over 20% savings through automation are more likely to have implemented single-instance ERP.

• Shared Services Scope: Finance, HR, and IT are the most predominantly deployed GBS functions. There is a notable "upstream" growth in the scope of shared services, with increased focus on strategic and interaction-heavy functions like procurement, customer service, and sales & marketing. These functions saw the largest increases in deployment over the past few years.

• Cost Efficiency: Cost efficiency is a top priority for GBS strategy and investment. On average, companies achieve 30% one-time and 10% run-rate benefits from their SSC implementations. 80% of respondents recover their investment within the first three years, with 50% achieving break-even within two years.

• Location Strategy: The largest companies (revenue > $25B) are increasingly considering labor quality as a key metric in location decisions, a fivefold increase from 2015. India remains the top location for SSCs, followed by Poland, the Philippines, Malaysia, and Costa Rica. Proximity to headquarters and regulatory/legal understanding are also important factors in location selection.

• Talent Management: Organizations are focusing on developing a strong culture and implementing nontraditional talent models such as job sharing and flexible work practices. 75% of respondents have considered alternative talent models, with a 5% increase in the use of contract/contingent workers and a 100% increase in crowdsourcing adoption.

• Governance and Model Shifts: While 30% of respondents have not opted for a multifunctional model, 42% of organizations across revenue sizes plan to shift to a multifunctional model, with more than half planning to do so within the next five years. The main barriers to multifunctional model adoption include lack of leadership support, difficulty in sourcing functional talent, and the absence of a scaled business offering.

• Customer Priorities: Internal business unit customers prioritize the cost of services, followed by reacting to business unit requests and timeliness of response. There has been an increase in the importance of staff knowledge of business unit objectives and anticipating unidentified business unit objectives.

• Future Outlook: The future of shared services is expected to involve a significant increase in the use of robotics and a focus on digital experience and continuous improvement. There is also a trend toward reducing the number of processes outsourced, with a 12% expected reduction in outsourcing compared to 2017.

Key Findings

• Respondent Demographics:

  • 54% of respondents had revenue of at least $5B, with a 20% increase since 2017.
  • 24% had revenue over $25B, an 8% increase since 2017.
  • The top three sectors were Retail & Consumer Products, Healthcare & Life Sciences, and Automotive, Transportation, Hospitality & Services, accounting for over 47% of respondents.

• Headcount Reduction:

  • Over 45% of respondents achieved a headcount reduction of more than 10% within the first 12 months of SSC implementation.
  • The average headcount reduction is consistent across survey iterations.

• Productivity Improvements:

  • The majority of companies (up to 15%) achieve annual productivity savings from their SSCs.
  • 48% of respondents reinvest cost savings in their SSCs, with 20% focusing on technology and 14% on process improvement.

Conclusion

The 2019 report underscores a clear trend towards greater digital integration, cost efficiency, and strategic expansion in shared services. As organizations grow, their GBS structures become more complex and global, with a focus on delivering high-value services through innovative models and technologies. The report also highlights the increasing importance of labor quality and expertise in location strategy, as well as the ongoing shift towards multifunctional models and automation.

Contact Information

Americas

• Jean White
  Principal, Deloitte Consulting LLP
  Dallas
  jwhite@deloitte.com

• Brad Podraza
  Managing Director, Deloitte Consulting LLP
  Atlanta
  bpodraza@deloitte.com

• Alec Kasuya
  Senior Manager, Deloitte Consulting LLP
  Chicago
  akasuya@deloitte.com

• Federico Chavarria
  Partner, Deloitte & Touche S.A.
  Costa Rica
  fechavarria@deloitte.com

EMEA

• Punit Bhatia
  Partner, Deloitte MCS Limited
  United Kingdom
  punbhatia@deloitte.co.uk

• Dorthe Keilberg
  Partner, Deloitte MCS Limited
  United Kingdom
  dorkeilberg@deloitte.nl

APAC

• Parag Saigaonkar
  Partner, Deloitte Consulting India Private Limited
  India
  psaigaonkar@deloitte.com

About Deloitte

Deloitte is an official professional services sponsor, offering audit, tax, consulting, and financial advisory services. The term "Deloitte" refers to Deloitte Consulting LLP, a subsidiary of Deloitte LLP. For more information on Deloitte's legal structure, visit www.deloitte.com/us/about. Certain services may not be available to attest clients under the rules and regulations of public accounting.