{"id":19278,"date":"2025-03-10T06:45:35","date_gmt":"2025-03-10T10:45:35","guid":{"rendered":"https:\/\/pmpstrategy.com\/?p=19278"},"modified":"2025-03-12T17:42:51","modified_gmt":"2025-03-12T21:42:51","slug":"gbs-and-csp-3-0-innovation-at-the-service-of-business-and-operational-staff","status":"publish","type":"post","link":"https:\/\/pmpstrategy.com\/en\/2025\/03\/10\/gbs-and-csp-3-0-innovation-at-the-service-of-business-and-operational-staff\/","title":{"rendered":"GBS and CSP 3.0: Innovation at the Service of Business and Operational Staff"},"content":{"rendered":"\n

Alexis Sztejnhorn and<\/em> Louis Vast<\/em><\/p>\n\n\n\n

As companies strive to optimize their efficiency while maintaining operational rigor, next-generation Global Business Services (GBS) and Shared Services Centers (SSC) are emerging as key strategic levers. A panel of experts organized by PMP Strategy last month in Paris highlighted the technological and organizational trends that are redefining these models. Here are the key findings.<\/p>\n\n\n\n

Technology and Transformation<\/strong><\/p>\n\n\n\n

The CSP 3.0 Revolution SSCs are no longer merely centers for pooling support functions. They are becoming drivers of innovation, combining technology and operational excellence. Artificial intelligence (AI), machine learning, and robotic process automation (RPA) are now catalysts for performance. Far from a low-cost model, the most advanced SSCs are focusing on process optimization and the intelligent use of data to boost their productivity by 10 to 15% annually.
Process mining, for example, allows for rethinking transactional chains by identifying friction points and automating time-consuming tasks. Another significant advancement, too rarely introduced in SSCs, is the lean management methodology, QRQC (Quick Response Quality Control), which facilitates real-time problem reporting and handling, thereby improving service quality.
But technology alone is not enough. “There can be no operational excellence without bringing people on board,” stresses one expert. Innovations must be embraced by teams, not imposed on them, otherwise resistance and inefficiency will result. What’s the key? Supporting change and ensuring that employees take ownership of the tools.<\/p>\n\n\n\n

Rebuilding the Link Between the CSP and the Business: A Vital Challenge<\/strong>
All too often, SSCs are perceived as being disconnected from the field. To become genuine strategic partners, it is essential to rethink their integration with operational staff. “Each member of the management committee should be in charge of a process with its own standards, be responsible for ensuring that it is applied, and sit down with his or her ‘internal customers’ to manage any changes,” as one speaker put it. This model favors co-construction and ensures that shared services meet real needs on the ground, while at the same time reinforcing their legitimacy.
Abolishing the “adult-child” relationship in favor of a “partnership” mode between CSP and operations is a prerequisite. “The CSP manager must be strongly imbued with a spirit of service to the business, steering the efficiency of the end-to-end chain and ensuring the fair contribution of each stakeholder,” recalls a CSP manager. This partnership requires regular governance\/coordination meetings, transparent communication, and shared initiatives for continuous improvement.
Another lever for collective efficiency is the introduction of scorecards and clear indicators. Objectifying KPIs, measuring exceptions to the correct process, and cycle times helps to rationalize discussions and establish priorities for progress.<\/p>\n\n\n\n

Standardization vs. Customization: The Right Balance
<\/strong>One of the major debates driving the transformation of SSCs is the standardization of processes. Should we impose predefined models or adapt to local conditions? Should we favor Lift & Shift or Shift & Lift? The answer is nuanced. “Convergence beforehand doesn’t work. You have to standardize once you are in CSP,” explains one of the guests. In reality, the prerequisite for transforming processes prior to transfer is that the key teams project themselves into the application of these processes in the target model.
This requires in-depth work on internal needs and skills. “There needs to be a real alignment of skills with what we are asking of our teams,” says our expert. Digital tools must be designed to support this transformation, not dictate it.<\/p>\n\n\n\n

Governance and Sponsorship: Essential Pillars<\/strong>
The success of a CSP depends on robust governance and strong sponsorship. “If you don’t have sponsorship, you’re doomed,” says one expert. The commitment of senior management and local leaders is essential if the SSC is to be part of the company’s overall strategy.
It also means rethinking roles. “The director of the SPC has to know everyone,” insists one guest, stressing the importance of dialogue and collaboration between the various entities.<\/p>\n\n\n\n

Towards a More Agile and Efficient Future
<\/strong>CSP 3.0 is not just about pooling services. It must become a real lever for transformation, serving the business and operational staff. By combining technological innovation, local roots, and appropriate governance, companies can turn it into a major strategic asset.
The next few years will undoubtedly see an acceleration in these trends, with increasing adoption of generative AI, machine learning, and process mining. But one thing is certain: the success of these transformations will depend above all on the ability of organizations to involve people in this revolution.<\/p>\n\n\n\n

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<\/p>\n<\/div>\n\n\n\n

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Alexis Sztejnhorn<\/strong>, Partner<\/strong> CFO Advisory, Finance and ESG Performance<\/strong>
With extensive experience in strategic financial management, Alexis has been instrumental in driving innovation and efficiency for numerous global businesses. His expertise in integrating sustainable practices with financial strategies has positioned him as a thought leader in the industry. He is committed to helping organizations achieve operational excellence and sustainable growth.\u00a0<\/em> Alexis joined PMP Strategy in 2016, and is also a professor at Ecole des Ponts Paris Tech, Sciences Po and ESSEC.\u00a0He holds master\u2019s degrees from Institut d\u2019\u00e9tudes politiques and The London School of Economics.<\/em> \u00a0<\/em><\/td><\/tr><\/tbody><\/table><\/figure>\n<\/div>\n<\/div>\n\n\n\n
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Louis Vast<\/strong>, Consultant<\/strong>
Louis focuses on strategic planning and business transformation. An entrepreneur, he joined PMP Strategy in 2024 with a keen understanding of market dynamics and organizational development. His analytical skills and innovative approach have made him a valuable asset in crafting strategies that drive growth and efficiency and he is dedicated to empowering businesses to reach their full potential through strategic insights and actionable solutions.<\/em> Louis holds business degree from Universidad San Ignacio de Loyola and a master\u2019s degree from IESEG.<\/em><\/td><\/tr><\/tbody><\/table><\/figure>\n<\/div>\n<\/div>\n\n\n\n
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About PMP Strategy<\/strong><\/p>\n\n\n\n

PMP Strategy is a fully independent strategic management consulting firm, led by 20 Partners, with a team of over 150 specialized consultants and a wide network of expert advisors.  For over 20 years, they have established themselves as trusted partners to C-suites and investors for various projects, including Strategy & Transformation, Private Equity, Digital, Data & Customer Experience, and CFO Advisory & Integrated Performance CSR-ESG. The depth and breadth of PMP Strategy’s sectorial expertise extends to four focus areas: Telecoms, Media & Technology, Transportation & Mobility, Energy & Industry Decarbonization, and Financial Services & Insurance.  <\/p>\n\n\n\n

PMP Strategy has eleven offices focused on three strategic regions:  Europe (Paris, London, Luxembourg, serving Benelux & DACH, and Brussels), MEA (Casablanca and Dubai) and North America (New York, Seattle, Montreal and Toronto).   They build enduring relationships with their clients by working collaboratively to find tailor-made and innovative solutions to the challenges they face. In addition to the firm\u2019s sectorial expertise, their commitment to diversity, people-centricity, and openness are the foundations of their success and remain an integral part of their entrepreneurial practice.<\/p>\n\n\n\n

Press Contact:<\/strong>
Jennifer Campbell
jcampbell@pmpstrategy.com<\/a>
+33 6 32 05 14 27<\/p>\n","protected":false},"excerpt":{"rendered":"

Alexis Sztejnhorn and Louis Vast As companies strive to optimize their efficiency while maintaining operational rigor, next-generation Global Business Services (GBS) and Shared Services Centers (SSC) are emerging as key…<\/p>\n","protected":false},"author":6,"featured_media":19283,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"cybocfi_hide_featured_image":"yes","footnotes":""},"categories":[114,115,92,74,75,78],"tags":[],"class_list":{"0":"post-19278","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-a-la-une-en-3","8":"category-actu-en-2","9":"category-cfo-advisory-services-2","10":"category-en","11":"category-insights-en","12":"category-publications-en"},"yoast_head":"\nGBS and CSP 3.0: Innovation at the Service of Business and Operational Staff - 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