GBS maturity: actual vs. aspirational | KPMG | SG

GBS maturity: actual vs. aspirational

GBS maturity: actual vs. aspirational

The ability to assess where companies are on the maturity spectrum is based on a multitude of client engagements and research KPMG International has conducted with more than 150 companies in a range of industries, of which 15 are major pharmaceutical and medical devices companies, that have GBS.


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Based on this research, KPMG International was able to determine the average maturity level of the 15 companies on each of the 10 dimensions.

The chart (see figure below) shows that the maturity varies widely from one dimension to another and is lowest in data and analytics and enabling technology. The level of maturity is highest in the change and program management. As can be seen, there are significant gaps between the actual level of maturity and the level that is desired.

Moving from one to the other is the often difficult journey that KPMG member firms help companies navigate. Companies in other industries that are more advanced in GBS implementation have lessons to teach pharmaceuticals. KPMG in the UK is currently advising a number of large, global banks in the UK, as they create or improve their GBS organizations.

The scale of GBS is large: up to half the total workforce of these organizations provides back- and middle-office services to the front office. For some organizations, this involves more than 100,000 people.

“By including technology services and call centers in their model, not only do they create end-to-end ownership of the bank’s processes, but they are complying with stringent, new regulatory requirements, driven by the fall-out of the global financial crisis,” says Claudio Altini, Director, GBS Advisory, at KPMG in the UK.

KPMG’s GBS pharma consortium

In early 2014, KPMG in the US formed a research consortium; now expanded to 15 global pharma companies. Each member of the consortium has been benchmarked against the others, anonymously. Now they know how they compare with their peers. GBS leaders of consortium members meet once a month, off the record, to discuss what is at the top of their agendas. Each month, a different member company leads a discussion on a topic of its choosing and a KPMG subject-matter specialist talks about the firm’s experience in advising on GBS in other industries.

GBS level of maturity across the KPMG 10 dimensions of GBS


© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

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