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GlobalBusinessServices (GBS) must evolve and, as the iconic Queen song references, “break free,” from outdated practices. At the top, the central strategy team guides where and how work should be done—onshore, offshore, nearshore, in-house, or outsourced—to balance cost, efficiency, and quality.
Industry giants like BP, Shell, Pfizer, Proctor & Gamble, and Oracle showcased the potential of a global shared service structure, delivering tangible financial and operational benefits. The dynamic global market and growth strategies targeting emerging markets have introduced new considerations for organizations.
In recent years, Global Capability Centers (GCCs) / Global In-house Centers (GICs) have experienced a remarkable surge in popularity amongst enterprises worldwide, with headlines frequently highlighting the establishment of new GCCs across various regions.
GCCs, which were previously known as Global In-house Centers (GICs) or Global Captive Centers, are a strategic initiative where companies set up dedicated units in a different location, often offshore from the headquarters location, to handle specific business functions.
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