Transformation requires an organizational construct that combines roles, skills, and capabilities to get the GBS talent equation right, whether an organization buys, borrows, boosts or builds.

When the time comes to translate the GBS promise into reality, mentorship from practitioners with deep operational experience is critical to help leaders harness the power of their teams.

When it comes to GBS talent, a mismatch costs. Factors such as model, maturity, degree of digitization and organizational construct shape the role. 

Operating models are constantly shifting. No two roles are exactly alike. Future of work vastly expands resourcing options. It all adds up to an imperfect marketplace for Global Business Services talent.