SSON Research & Analytics is publishing a report on disruption: what we can expect of the future and how to pivot to leverage opportunities or at least preempt challenges.

Does the GBS/SSO model stand a chance against these future disruptions? Is it sustainable in the face of what is coming? Should it be? And what might emerge in its place?

This brief survey seeks your feedback on what might lie ahead and what this means for your GBS/SSO.

We’d appreciate your response this week – and in return, will send you a copy of the report directly.

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* 1. What best defines you?

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* 2. What best describes the industry you operate in?

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* 3. What are the current trends underpinning GBS/SSO?

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* 4. Considering a variety of influences (the business environment in the locations in which you operate; human resource issues; evolving technologies; political and economic pressures; the expectations of your corporate board …) how "disrupted" does your GBS/SSO operation currently feel?

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* 5. Looking forward over the next decade, what do you think will be the most critical disruptions to the GBS/SSO model as we currently know it? (could also be described as key risks; think broadly)

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* 6. Given the disruptions / risks outlined above, what would be the most effective actions you could take today to counter or pre-empt their impact?

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* 7. How would you rate the potential of the following to disrupt the GBS/SSO model (on a scale of 1-5, where 1 = no disruption and 5 = significant disruption)?

  1-no disruption 2-slight disruption 3-some disruption 4-much disruption 5-significant disruption
Volatile events like war in markets linked to your operations
Workforce expectations regarding the workplace (e.g., remote working)
High attrition levels as employees feel less loyalty to a company
Accelerating pace of technology innovation / inability to keep up
Expectations of your corporate board (could be in any area, e.g. in achieving environmental targets for operations)
Climate change / volatile weather patterns
Volatile / unpredictable business cycles
"Digital" advantage of your competition (i.e., the competition adopting digital models faster than you)
Challenge in finding talent (in terms of numbers)
Challenge in finding the skills needed in future (even if we don't yet know what these are)
Aggressive profit expectations of shareholders / lending institutions
Supply chain issues
Cybersecurity / Risk
Expectations around sustainability (market, board, shareholders)
Expectations around environmental issues
Social pressures / issues emerging (e.g. gender, diversity, culture, authenticity of brand)
Political issues (e.g., elections, party platform, political pressures)
Workforce anxiety / Wellness issues
Cost of capital / funding
Regulatory pressure (by industry as well as finance/governance agencies)
Prioritizing cost and ignoring other value-drivers

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* 8. Please comment on your responses above (where you have a strong opinion)

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* 9. What is the most disruptive technology on your radar right now? What category does it fall into? (Please list the name/vendor)

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* 10. What NEW skills do you think GBS/SSOs need in future in order to survive and succeed?

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* 11. Which regions do you believe are most threatened by disruption in the next 10 years?

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* 12. Do you have GBS/SSO operations in that region that would thus be disrupted?

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* 13. Have you already taken steps to mitigate against such disruptions?

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* 14. Looking ahead, where do you see GBS/SSO in 10 years? (how might this unfold and how might you embrace the challenge / opportunity of this "future" model?)

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* 15. Compared to a year ago, are you more or less anxious today regarding the ability of your GBS/SSO to withstand disruption?

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* 16. Based on the questions above, do you believe the GBS/SSO model will survive? Will its value-add ensure its existence? And if the model won't prevail ... what might take its place?

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* 17. If you would like a copy of the report please list your email below.

Thank you for your time. This topic is critical to GBS/SSO and as such is a key focus for SSON R&A's research this year.

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