In the decade before I led the creation of NGS, Procter & Gamble’s GBS had religiously driven constant change cycles between 2002 and 2015. The organization design was proactively tweaked every twenty-four months. Over time, the early model of saving costs via offshore services centers evolved to a mostly outsourced model. That was followed by the evolution to a fully value-driven model to provide business growth services, in addition to cost savings. The next evolution delivered additional improvements to operational excellence and speed of delivering big ideas. The NGS evolution to the fourth generation of shared services was the latest in this journey.
Though P&G’s GBS had the luxury of transforming itself proactively, ...