Perspectives

2019 global shared services survey report

11th biennial survey offers insights into the latest shared services practices and trends

Results from the 11th biennial global shared services survey indicate that shared services centers (SSCs) are, in fact, shifting from being a “provider of what they ask for” to a generator of tangible business value—especially as SSCs are witnessing an increased penetration in strategic and interaction-heavy functions like customer, sales and marketing support, and procurement.

Shared services centers are increasingly more global, more complex, and more digital

Service delivery models are always evolving. For the world’s largest companies, there’s an increasing shift to more global, multifunctional models that are expected to provide higher value at lower cost. These shared and global business services constructs are creating an environment where digital capabilities can be rapidly adopted, positioning them as incubators for enterprise-wide digital and operating model transformation.

Since 1999, Deloitte has been conducting biennial surveys to understand how shared services organizations are capitalizing on leading practices and trends to address their business challenges and better meet their customers’ needs. This year’s survey included 379 respondents across nine industries, representing all major regions globally and over 700 shared services centers (SSCs).

Explore highlights from the survey below and download the executive summary for even more findings and trends.

Key findings of Deloitte's 2019 global shared services survey

Digital adoption

  • Global business services (GBS) organizations are rapidly adopting digital; thereby, positioning themselves as catalysts for enterprise-wide digital transformation.
  • Cloud, RPA, or single-instance ERP have been employed by more than 85 percent of respondents but far less so in concert.


Cost efficiency

  • GBS organizations are increasingly expected to provide higher value at lower cost.
  • Being cost efficient and driving business value are top priorities for GBS strategy and investments.
  • Companies on average achieve 30 percent one-time and 10 percent run-rate benefits.


Global business services (GBS) organization structure

  • As organizations scale up, GBS organization structures and GPO implementations become more prevalent.
  • The largest organizations overwhelmingly leverage GBS operating models.


Location strategy

  • The largest companies ($>25B) are seeking the greatest labor differential opportunities and scale as well as global delivery.
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