Seven out of ten for PwC and HfS on their report: The Evolution of Global Business Services.
Credit where it's due: The report highlights governance as crucial, in a way that's not been done before. And it's helpful too in setting out models and objectives for global business services. But it's silent on what is rapidly emerging as a fundamental for success.
Governance is a theme running through the report, and it's a mature understanding:
Governance has to be 'ongoing', not project or deal-related. Governance is not about another tool for the vendor management team.
Governance has to be 'well-integrated, consistent and rigorous' and process-oriented, capable of orchestrating change across complex service delivery environments with multiple and diverse stakeholders.
What's missing from the report is the learning that's emerging on how you do this.
That learning, in a nutshell, is this: the tools which got us this far aren't sufficient to deliver this new world.
Global business services initiatives are often bogged down, even paralysed, by the tools they are using. The result in many cases: 'a complete mess'.
Everything indicates, as I've noted before, that successful global services organizations will increasingly depend upon an integrated management platform that:
- provides line-of-sight between a target operating model and operational realities
- enables effective collaboration, especially between IT and the business, right across the complex service delivery and supply chain of the extended exterprise
- embeds governance, compliance and controls within the operational processes
- delivers at the front line and engages the organization in continuous improvement.
This is not about the triumph of the process nerds. It's about enabling the enterprise to manage effectively in an additional dimension: end-to-end process.
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