The process of Global Business Services (GBS) transformation is ongoing with continuous evolution, and staying on top of the latest trends is crucial for organisations looking to remain competitive in today’s fast-paced business environment. From automation and AI to outsourcing and digital transformation, there is a multitude of factors shaping the future of GBS.
With constant financial constraints, unpredictable market fluctuations, and interconnected global supply chains, companies must improve the efficiency of their support functions. At the same time, generative and agentic AI are changing what GBS organisations can automate, shifting the conversation from cost savings to the value support functions create for the business.
The GBS model is now mainstream: 69% of organisations surveyed by SSON Research & Analytics already operate a GBS model or are moving towards one, and generative AI was their top investment priority for 2025. While this is exciting news for companies, businesses must also be mindful of key trends that are shaping their future landscape.
What is GBS transformation?
GBS transformation is the move from function-by-function shared services to a single, multifunctional service organisation that runs end-to-end processes, uses digital tools and data at scale, and is measured on business outcomes rather than cost alone.
Global Business Services (GBS) refers to the centralised management of various business functions across an organisation, such as finance, human resources, and IT. It provides these services more efficiently and cost-effectively by centralising and standardising processes, leveraging technology, and outsourcing non-core functions.
GBS transformation has become an increasingly important part of modern business operations as companies look for ways to streamline processes, improve efficiency, and lower costs. The evolution of GBS has been shaped by several trends, including technological advances, shifting market conditions, and changing business needs.
In recent years, there has been a growing trend in the industry toward adopting GBS. Several factors drive this, including the need for organisations to cut costs, improve efficiency, and increase agility in the face of rapid technological and market changes.
Here are five key trends fuelling GBS transformation today:
1. AI and agentic automation
Automation and digital technologies play an increasingly important role in GBS operations. Robotic Process Automation (RPA) and artificial intelligence (AI) are being used to automate repetitive tasks, improve data management, and increase efficiency. Additionally, many GBS organisations use cloud computing and other digital technologies to establish a more flexible and responsive IT infrastructure. Generative AI now drafts, summarises and reconciles, while agentic AI goes further, planning and completing multistep tasks such as resolving an invoice exception end to end, with people approving the outcome. We explore this shift in our blog on the impact of AI on digital GBS.
2. Flexible and agile operations
Companies are constantly looking for ways to adapt to changing market conditions, respond quickly to new opportunities, and remain competitive. This has led to the development of more flexible and agile GBS transformation models that allow companies to quickly adjust their operations to meet changing business needs. In practice, this means modular service catalogues that business units can scale up or down, with each process placed wherever it is delivered best.
3. Business intelligence and data analytics
Companies are looking for ways to gain deeper insights into their operations and make better business decisions. GBS organisations are increasingly using data analytics and business intelligence tools to better understand their operations, identify areas for improvement, and make better decisions. Furthermore, many GBS organisations use data analytics and business intelligence to improve customer service and gain a competitive edge. The next step is moving from reporting what happened to predicting what will, using one trusted data layer across finance, HR and procurement.
4. Hybrid talent and new skills
Hybrid working is now the norm in most GBS organisations, and the bigger change is in skills. As automation absorbs transactional work, GBS teams need more analysts, process owners and people who can design and supervise AI-enabled workflows, which makes reskilling a core part of GBS transformation.
Cybersecurity and AI governance
With the increase of digital technologies and remote working, the threat of cyber-attacks is also increasing. GBS organisations are placing more importance on cybersecurity to protect their sensitive data and ensure the continuity of operations. As AI takes on more decisions, GBS leaders also need clear controls over data access, model outputs and audit trails, in line with frameworks such as the NIST AI Risk Management Framework.
What does next-generation GBS look like?
Next-generation GBS is a service organisation built around these five trends. The table below shows how it differs from traditional shared services.
| Dimension | Traditional shared services | Next-generation GBS |
| Scope | Single function, mostly transactional | Multifunctional, end-to-end processes |
| Value measure | Cost per transaction | Business outcomes and insight |
| Technology | Enterprise resource planning (ERP) and rules-based automation | AI, agentic automation and a shared data layer |
| Delivery | One centre or one partner | A mix of in-house centres and partners, managed as one service |
| Talent | Transaction processing | Analysis, process ownership and AI oversight |
Companies that can adapt to these trends and leverage new technologies will be well-positioned to succeed in the years ahead. As the business environment continues to evolve, GBS organisations must be ready to adapt and change to meet new challenges.
How can Infosys BPM help?
Infosys BPM helps enterprises plan and run GBS transformation, from designing and setting up global capability centres to running multifunctional operations with AI, automation and analytics built in. Our practitioner-led approach combines domain expertise with digital tools to turn support functions into a source of business value.
Frequently asked questions
A GCC is a location: an offshore or nearshore centre that a company owns and staffs. GBS is the operating model that governs how services are delivered across all locations and partners. Many enterprises now run their GCCs as the main delivery engine of their GBS organisation, which is why the two terms are increasingly used together.
Common reasons are treating GBS as a cost-cutting project only, splitting processes across functions so no one owns them end to end, automating before processes and data are standardised, and underinvesting in change management. Programmes that set outcome targets early and give each end-to-end process a single owner tend to keep momentum.
Cost to serve still matters, but mature GBS organisations add outcome measures such as process cycle time, first-time-right rates, working capital impact and stakeholder satisfaction. Our blog on GBS KPIs covers how to set targets for each.
Most start with high-volume, rules-based processes that already run in shared services, such as accounts payable, payroll or the IT service desk, because they are the easiest to standardise and show results quickly. Once data and process ownership are in place, the scope widens to judgement-heavy work such as planning and analytics.
