Global business services’ role in business-led, digitally-enabled transformation

Julie Sullivan discusses the differences between enterprises’ digital and transformational agendas and more.

Dec 13, 2018

These days, you would be hard-pressed to go an entire workday without hearing, reading, or discussing some take on how and why “digital,” “transformation,” and “automation” can contribute to your organization’s growth and competitive standings. And there’s good reason for that

But, amidst all this transformation talk, often little has been said about the role enterprises’ global business services (GBS) organization can, and should play. Will GBS help define and deliver these advance capabilities? Will GBS become increasingly less relevant as more digital capabilities and automation technology are deployed?

Julie Sullivan, a KPMG partner in Canada, and head of the country’s shared services and outsourcing advisory group, sat down with Stan Lepeak to discuss:

  • The differences between enterprises’ digital agendas and transformational agendas and how the terms are often used interchangeably
  • Why GBS should be right in the center of these agendas, as they know where their organizations’ businesses have strong processes, clear strategies, and utilize technology
  • Why GBS organizations should not worry about putting themselves out of business, and instead should focus on becoming increasingly dynamic
  • Roles GBS can play in this new environment, including serving as the intermediary between internal and external resources

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Julie Sullivan

Julie Sullivan

Principal, Shared Services & Outsourcing Advisory, KPMG (CA)

Stan Lepeak

Stan Lepeak

Director, Shared Services & Outsourcing, KPMG (US)