Digital transformation is no longer optional. This is confirmed by the 2025 Deloitte’s Global Business Services (GBS) Survey, which highlights that global business services models are rapidly evolving toward more agile, digital, and cost-efficient approaches.
READ ALSO. What should CMOs know about AI, media planning, and strategy, according to Google?
This report —the result of the 14th edition of Deloitte’s Global Business Services Survey— compiles data from over 2,000 responses gathered over eight years, with input from leaders in more than 30 countries. The document identifies five major trends shaping the future of organizations implementing GBS models.
One of the main conclusions is the growing prominence of generative artificial intelligence (GenAI), which is emerging as a key catalyst to enhance processes, reduce costs, and elevate the customer experience. According to the study, 58% of companies have already started —or are about to start— adopting GenAI, especially in areas such as finance and information technology.
READ ALSO. What are the 4S of marketing according to Google and why should CMOs know them?
The most common applications include the use of chatbot or AI tools (28%), invoice management (12%), contract handling (11%), and financial analytics (9%).
What goals are companies prioritizing for the next three years?
The survey also reveals a shift in organizations’ strategic priorities for the coming years. While in 2025 the standardization and efficiency of processes lead as the main objective (72%), this percentage will drop to 41% over the next three years.
On the other hand, developing next-generation capabilities and accelerating the digital agenda will rise from 21% of current goals to 49% in the midterm. Similarly, improving the customer experience will become a priority for 36% of companies, up from the current 24%.
“Customer experience is emerging as a key priority for GBS centers, aiming to drive customer loyalty and stand out in a competitive market,” the report highlights.
How does unified leadership influence cost savings?
Another relevant finding of the study is the impact of global leadership on financial results. According to Deloitte, 55% of organizations with a global GBS leader have achieved more than 20% average savings.
This is explained by the ability of these leaders to set strategic direction, while functional and regional leaders focus on operational excellence and improving customer experience.
“The responsibilities of GBS leaders differ. Global leaders define strategic direction, while functional and regional leaders concentrate on operational excellence and improving customer experience,” the document states.
In addition, the report notes that 52% of companies have only one GBS leader, 26% combine two roles (global and functional, or global and regional), and 11% have no formal GBS leader at all.
Which countries lead as preferred destinations for GBS centers?
One of the most notable aspects of the 2025 report is the rise of Mexico as one of the top destinations for establishing global business services centers. In the ranking of the five most attractive countries, Mexico ranks third, just behind India and the United States.
This position represents significant progress compared to previous years. In 2019, Mexico ranked fifth; in 2021 it fell to sixth. Today, its return to the podium is due to factors such as talent availability, scalability of operations, and competitive costs.
“Mexico has risen to be among the top three preferred locations due to technological and talent availability, scalability, and its competitive cost,” the report explains. Portugal is also recognized as an emerging country in this industry, entering the top 10 for the first time.
What strategies are companies using to attract and retain talent?
Despite the technological push, human talent remains a crucial challenge for GBS organizations. Half of the companies plan to expand their presence in new regions but face challenges such as high turnover, skill-role mismatch, and rising labor costs.
To address this situation, companies are implementing various strategies. The three most successful actions, according to the report, are:
- “Focus on developing a strong culture” (51%)
- “Adjust compensation to market standards” (41%)
- “Increase well-being opportunities” (37%)
Other measures include strengthening employer branding, training in digital tools, and promoting more inclusive and flexible work models.
What is the future outlook for global business services?
Deloitte’s study outlines a scenario in which GBS models will continue gaining ground, leveraging technology and talent as value drivers. The key will be achieving effective integration between digital capabilities, strong leadership, and customer-centered strategies.
Technology investments focus not only on GenAI but also on automation, analytical dashboards, and process standardization. In fact, 71% of organizations prioritize this type of investment, followed by process improvements (68%) and development of new capabilities (55%).
