A blog post by Alex Chitticks, Chau Jiun Deng and Katie Glynn

As technology reshapes the business landscape, and organizations adapt to tech-enabled globalization and industry advancements, the controllership function stands at the crossroads of innovation and operational excellence. To navigate this transformation, organizations are increasingly turning to Global Business Services (GBS) and Global Contact Centers (GCCs) as strategic enablers—and the controllership function is positioned to leverage GBS and global finance to drive transformation. These centralized service models offer a powerful platform for optimizing operating models, elevating enterprise value, and accelerating digital transformation—particularly in the controllership function.

Global Business Services: Beyond centralization

Originally adopted for cost reduction and efficiency, GBS has evolved far beyond centralization. Today, GBS delivers business support services across geographies, functions, and business units through a common infrastructure and governance model.

According to Deloitte’s Global Shared Services Survey:

• 91% of responding organizations deliver finance processes through GBS—the most prevalent among all support functions.
• 70% are focusing on capabilities that create enterprise value—not just cost efficiency.
• 58% are experimenting with or have already integrated Generative AI (GenAI) into their strategy or operations.

These trends highlight a strategic shift—from transactional support to transformation enablement.

Creating enterprise value

Many modern GBS organizations are redefining their roles by moving up the value chain to unlock even more enterprise value. This evolution is fueled by three core pillars: operating model transformation, talent strategy, and digitalization through emerging technologies.

Moving beyond cost improvement

GBS is unlocking incremental value through a shift in priorities. While cost reduction and process efficiency remain foundational, they are no longer the finish line. Today’s GBS leaders are shifting focus toward risk mitigation, talent pool scalability, centralized business-critical initiatives, and the acceleration of digital transformation. The adoption of enabling technologies is critical for the move toward emerging objectives while continuing the important focus on core functions.

Deloitte’s Global Shared Services Survey has highlighted that:

• 59% of responding organizations have implemented automation tools.
• 47% are using single-source enterprise resource planning systems.
• Workflow tools, analytics platforms, and global process standards are also seeing widespread use.

These technologies are helping GBS teams deliver greater value and align more closely with enterprise strategy.

Driving value creation with GenAI

GenAI represents a transformative leap for GBS, enabling value creation across efficiency, experience, and capability. Beyond just efficiency, experience and capability enhancements that are augmented by GenAI have the potential to transform how GBS operates.

In this age of digital transformation, GBS is no longer just the backbone of operations—it is also a catalyst for transformation. For controllership, the opportunity is clear: leverage GBS and emerging technologies to optimize transformation and move from cost center to value creator.

As GBS organizations embrace new technologies, develop global talent strategies, and optimize operating models, they position themselves—and the whole organization they serve—for long-term success in a globalized, centralized, digital-first world. To explore additional insights into the current landscape and key enablers affecting controllership, listen to our Dbriefs webcast: Leveraging global business services to optimize controllership transformation.