2024-09-23-Capgemini-人工智能生成业务服务_全球商业服务的未来（英）-2024_24页_849kb

AI-led Generative Business Services: The Future of Global Business Services (GBS)

Core Content

This report outlines the transformation of Global Business Services (GBS) from traditional cost-cutting operations to AI-led generative business services, emphasizing the need for strategic evolution, innovation, and talent development to remain competitive in the digital age.

Main Viewpoints

1. GBS Needs a Reboot

• The traditional GBS model, focused on cost reduction and operational efficiency, is no longer sufficient.
• GBS must shift from being a back-office function to a strategic innovation enabler.
• A significant majority (over 75%) of survey respondents agree that the GBS narrative needs to change.

2. Strategic Alignment with Leadership Priorities

• Current GBS strategies are misaligned with the priorities of boards and CEOs, which include revenue growth, margin improvement, and digital modernization.
• GBS must move beyond cost metrics and focus on outcomes like customer satisfaction, revenue growth, and process transformation.
• Security, privacy, and regulatory compliance are areas where GBS and C-level leadership are more aligned.

3. Talent Challenges and Skill Evolution

• GBS struggles to attract and retain top talent due to its perception as a low-value, transactional function.
• The future of GBS requires advanced skills in strategic thinking, innovation, and data analytics.
• Soft skills (communication, negotiation, etc.) are now essential alongside technical expertise.
• GBS should focus on upskilling and co-innovation with ecosystem partners rather than relying solely on labor arbitrage.

4. Embracing AI and Emerging Technologies

• Generative AI (GenAI), machine learning, and hybrid/multi-cloud solutions are central to the future of GBS.
• These technologies enable data-driven decision-making, predictive analytics, and dynamic process transformation.
• Traditional systems like ERP are becoming less relevant, and GBS must integrate with IT to create a seamless, intelligent enterprise.

5. Shift from Silos to Synergy

• The scope of GBS is evolving from functional silos (e.g., AP, AR, GL) to end-to-end processes and enterprise-wide data flows.
• This shift is expected to increase the proportion of GBS services focused on integrated operations and data analytics from 22% to 43% and 34%, respectively.

6. From Vendors to Visionaries

• Third-party providers are transforming from transactional vendors to ecosystem orchestrators.
• These orchestrators bring new skills, technologies, and capabilities to the table, integrating across the business to drive innovation and efficiency.
• Commercial models must shift from rigid, labor-based pricing to outcome-based, flexible, and value-driven engagements.

Key Information

• Survey Sample: 510 participants from various demographics.

• Top 3 Emerging Technologies:

  • GenAI: Enables content, product, and service creation through machine learning.
  • Machine Learning: Supports predictive analytics and automation for data-driven decision-making.
  • Hybrid/Multi-Cloud Solutions: Offers flexibility, scalability, and resilience for IT infrastructure.

• Top 3 Future GBS KPIs:

  • Customer Satisfaction (from 41% to 49%)
  • Revenue Growth (from 30% to 39%)
  • Process Transformation (from 25% to 36%)

• Data Transformation:

  • Data is evolving from a reporting tool to a strategic asset that drives revenue, innovation, and decision-making.
  • Real-time analytics and impartial large language models (LLMs) are critical for leveraging data effectively.

• Leadership Insight:

  • GBS leaders must move to the C-level to drive transformation and strategic alignment.
  • The report serves as a roadmap for GBS leaders to redefine their role and elevate the value of their organizations.

Conclusion

The future of GBS is AI-led, data-driven, and innovation-focused. It requires a radical shift in scope, success measures, talent management, and commercial models. Organizations that fail to adapt risk being disrupted, while those that embrace this transformation can become strategic game-changers. The time to act is now—disrupt or get disrupted.

Summary Table

Call to Action

GBS leaders are urged to:

• Align GBS with enterprise-wide strategic goals.
• Invest in AI and data analytics to drive innovation.
• Focus on talent development and ecosystem collaboration.
• Transition from cost-cutting to value creation.

The report emphasizes that transforming GBS into a strategic, innovative powerhouse is not optional—it is essential for survival and growth in the digital era.