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The Problem with How GBS Manages Its Services

Most GBS organisations are good at running processes. They are less good at managing services. The distinction matters more than it might seem.

Running a process means making sure the work gets done accurately and on time. Managing a service means understanding what the business needs, designing the service around those needs, measuring whether it is delivering value, and continuously improving it. The first is operational. The second is strategic.

When GBS organisations focus only on the first, they end up with a function that is technically efficient but strategically irrelevant. The business does not see the value, investment is hard to justify, and the team struggles to attract the kind of talent that could take the function further.

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What This Course Covers

The Service Management course is one of five core modules within the Professional GBS Certification, delivered in partnership with SSON, the world’s largest shared services and outsourcing network, and MIP, Politecnico di Milano’s graduate school of management.

The course is built around the transformational strategy of running GBS as a business, not merely as a service. It covers three core areas. The first is Service Fundamentals, which explores what it means in practice to operate a GBS function with commercial discipline, including the governance structures, standards, and performance expectations that underpin a high-functioning service organisation. The second is Service Design, which covers how to define and structure a service portfolio that reflects genuine business needs, including pricing, benchmarking, and the creation of a clear service catalogue. The third is Service Strategy, which addresses the critical distinction between working for customers and working with them, covering how to build business engagement models that position GBS as a strategic partner rather than a reactive function.

All sessions are highly interactive and practitioner-led, taught by experts who combine hands-on operational experience with senior leadership credentials.

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What Participants Leave With

Participants leave this course with a clear understanding of how to define and document a service portfolio that reflects what the business actually needs, not just what GBS has historically provided. They learn how to design SLAs that focus on business outcomes rather than operational metrics, and how to manage the full lifecycle of a service from initial design through to retirement.

The course also covers how to build a customer-centric approach to service delivery, including how to gather and act on feedback from the people using the services. And it covers how to communicate the value of GBS to senior stakeholders in terms that resonate at the executive level.

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What Past Participants Say

“Taking this course from a leader like Filippo Passerini was a priceless experience. The instructors get you involved in every single session, and you learn strategies that are not taught anywhere else.”
Ali Emir Marasligil, EPAM Systems

“It is not about recommending this course. It is mandatory.”
Ilana Vorster, The Estee Lauder Companies

“A great way to build the skills to make you successful in the eyes of your executive team.”
Dan Rose, Novartis Business Services

“All top-notch experts who achieved true excellence in GBS. We are already applying what we learnt from them to our own transformation journey.”
Federico Cerisoli, Louis Dreyfus Company

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Who Should Attend

This course is relevant for anyone who is responsible for the design, management, or improvement of GBS services. That includes GBS leaders and service owners who want to elevate the strategic impact of their function, operations managers who want to move beyond transactional efficiency, and transformation professionals who are redesigning the GBS operating model.

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