The power of a multidimensional workforce: Outsourcing for strategic advantage

In a Deloitte survey of more than 500 global business and technology executives, 70% of organizations reported bringing previously outsourced work in-house during the last five years to strengthen internal capabilities, improve service quality, and minimize vendor mark-ups. GCCs, typically established outside a company’s home-country headquarters, have become a cornerstone for organizations seeking greater control and internal capabilities. They often support a wide range of corporate functions, from IT and business processes to research and development, finance, human resources, and customer service.

However, while GCCs offer significant benefits, they are not a one-size-fits-all solution. From intense competition for skilled talent to rapid technological advancements, many of today’s business challenges uncover the limitations of relying solely on in-house models.

Multidimensional sourcing for advantage

While organizations are increasingly establishing in-house GCCs to address challenges such as talent acquisition, operational efficiency, and innovation, building and sustaining these centers can be highly complex. Attracting and retaining skilled talent, managing costs, and ensuring scalability are just some of the factors organizations should navigate to achieve operational success.

This complexity underscores why outsourcing remains an important component of modern sourcing strategies. In Deloitte’s survey, 67% of organizations reported adopting outcome-based outsourcing models that prioritize measurable results and innovation. This trend highlights a clear recognition that external support is not just a cost-saving measure, but a strategic imperative for achieving agility and long-term value.

An outcome-based approach is precisely where external next-generation managed service providers can play an important role in complementing in-house efforts. They can offer  the ability to quickly mobilize specialist technical and domain knowledge, advanced technologies, and the ability to scale quickly without the significant upfront investment and ongoing management required to build these capabilities internally.

Orchestrating human and digital workforces

The growing demand for skilled talent and the emergence of AI as a transformative force in service delivery are driving organizations to rethink their sourcing strategies. These pressures necessitate a proactive approach to secure and retain top talent while leveraging advanced technologies for competitive advantage. With 92% of organizations Deloitte surveyed reporting that they are integrating or planning to integrate AI into service delivery, many are now adopting a “digital workforce” strategy, drawing on both human and AI capabilities while embracing practices including robotic process automation and machine learning.

However, executing this type of advanced AI integration is not always easy in practice, especially when relying solely on existing in-house capabilities. Here is where the role of next-generation managed service providers becomes paramount. Working alongside skilled in-house teams, these providers can inject leading-edge technologies, including agentic AI, and specialist talent where they are needed most. This strategic infusion of capabilities can help organizations better orchestrate operations and deliver ongoing outcomes with greater agility than their existing in-house capabilities might allow.

Furthermore, AI integration is now a strategic imperative for talent attraction and retention, particularly pertinent in the service delivery field. As AI-native talent enters the workforce, employees may increasingly expect AI-powered solutions to automate routine tasks and enhance their jobs. As Chris Coulston, partner, Deloitte UK, notes, "Employees now expect AI to be embedded in their processes...which in turn allows innovation to thrive." Similarly, Ajit Nema, Deloitte Global Operate Services Delivery leader, stresses that "GCCs should integrate AI into their service delivery if they want to attract and retain specialized talent," as staff prioritize continuous learning and upskilling in AI.

Shift to outcome-based metrics for strategic results

To help maximize the value from their sourcing strategies, business leaders are increasingly adopting a KPI-focused, "outcome-based" service structure for both insourcing and outsourcing operations. This strategic shift moves beyond mere activity tracking to focus on tangible results that directly contribute to organizational goals and competitive advantage.

These outcome-based metrics are designed to measure not just operational efficiency (e.g., working capital, billing, payment cycles, compliance) but important drivers of strategic growth. Such drivers could include building a strong talent pipeline, effectively applying AI, fostering innovation, enhancing core capabilities, and increasing overall business agility. Among Deloitte survey respondents, the reported adoption of new outcome-based strategies rose from 45% to 67% in just two years.

Outcome-based service metrics can be used with both GCCs and business functions run by third-parties. For example, Deloitte is helping a financial services organization manage the shift from staff augmentation to results-driven models—first setting clear goals for improving cost, program and ongoing process efficiencies, then restructuring as needed to deliver continued improvements through the organization’s GCC.

Similarly, for a group of European based companies, Deloitte designed, implemented, and now runs a finance and tax data reporting structure in response to complex EU-wide regulatory changes. The projects enabled the rapid stand-up of a new compliance capability, followed by process streamlining and technology-based efficiencies, many leading to significant outcome advantages compared to relying solely on in-house capabilities.

Invite the outside in

For mission-critical business processes and functions, a strategic sourcing assessment may reveal that working with an external next-generation managed service provider offers distinct strategic advantages. This could include access to in-demand knowledge, technology, and scalable solutions over purely internal capabilities.

To determine the optimal multidimensional strategy and identify when to seek support from an external provider, consider these questions:

• Globally consistent service standards and operations: Can your in-house GCC offer a consistently high standard of service (functional, technical, compliance) across countries and jurisdictions that you operate in?
• Navigating rapid technological evolution: Is the technology landscape or operational environment that your GCC supports evolving so rapidly that maintaining cutting-edge capabilities in-house presents a significant strategic challenge or risk?
• Addressing talent gaps strategically: Do you face a scarcity of talent or require vast, continuous upskilling within your in-house teams, making external support a more strategically viable path to access necessary skills and accelerate capabilities?

How Deloitte can help

Multidimensional sourcing practices encompassing GCCs and external providers can deliver significant operational and business benefits. Deloitte’s Operate services innovate beyond traditional outsourcing practices, helping organizations operate with greater agility and control. This extensive multidisciplinary portfolio of next-generation managed services spans cybersecurity, tax, financial crime, application management, and more. Learn more about how Deloitte is helping leading organizations embrace GCC and multidimensional sourcing strategies to create strategic advantage.