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How can you foster a high-performance culture in a GBS organization?
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This discussion was modified 1 year, 6 months ago by
ashleymartin.
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This discussion was modified 1 year, 6 months ago by
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7 Replies
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432
Gems
1 – GBS Roles Skills and Competencies
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31
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I would like to give my feedback here at this point because the role of the service manager is described here. It might also be suitable for other positions.
I only noticed your concept again here because I don’t agree with the comparison to a brand manager. (I already expressed this reservation to @Tony and @filippo-passeriniinixia-com last year because, in my opinion, these can manufacturers also don’t really fit well within the use cases in the GBS training).
Over the last 20 years, we have gone through a number of iterations in the definition of products and services in IT. This was prominently driven and further developed by ITIL as a globally disseminated good practices approach.
In the meantime, an immense amount has changed and today companies hardly offer pure ‘analogue’ services anymore. For example, from the banks’ point of view, a savings book was a savings product. For customers, it was actually a service, because they could deposit and withdraw money. Today, there are no more savings books. Today, we have a banking app in which we can make deposits and carry out all other actions ourselves. In principle, it is still the savings book service, but together with the technical capabilities of the app, it is a ‘digital product’.
Even a shared service organization no longer offers purely ‘analogue’ services. As a usual, it offers various digital communication channels, digital reports, support services for problems and difficulties, etc.
I think that we in GBS should finally take this evolutionary step in theory as well, so that we can act differently in practice.
There is a whole framework that is dedicated to this topic in a holistic way: The IT4IT Standard addresses a critical gap in the Digital Transformation toolkit: the need for a unifying architectural model that describes and connects the capabilities, value streams, functions, and operational data needed to manage a Digital Product Portfolio at scale.
Please take a look at the definition of digital products compiled by The Open Group:
I offer you the support of my expertise in developing your approaches further.
greeting from Vienna, AustriaAverell
digital-portfolio.opengroup.org
Digital Product Definition :: Portfolio of Digital Open Standards
Digital Product Definition :: Portfolio of Digital Open Standards
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Hi Martin,
Nice to hear from you. Hope all is well.
Thanks for sharing your pov. I love hearing opinions, even those that differ.
In many of these cases, the key difference is perspective. From the pov of a business CEO/COO/GBS Leader, a GBS product inside the company (say payroll) is still a product, whether it is delivered manually or digitally. HOW we deliver the GBS Payroll (at $x/payee, at “y” SLA and ‘z” experience) is not relevant in that context.
However, an IT technologist would contend that the architecture, deliver and design are all different.
Clarifying this business focused perspective is what folks like Filippo and I have made our life’s mission. That’s what we believe “running as a business” does – including running each product with the mindset of a brand or product manager.
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432
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2 – GBS Talent Management and Retention
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432
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3 – GBS Knowledge Management
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432
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4 – GBS Organization Culture and Values
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432
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5 – Stakeholder Management for GBS
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