Implementing a deep digital framework within organizations has almost become mandatory. On the one hand it provides solutions to unprecedented challenges such as remote working, while on the other, it becomes the bedrock to introduce enhanced value-added products to the offerings mix. For GBS organisations, these can include servicing of high-impact processes like compliance, analytics and reporting, amongst others.
The digital agenda of the organisation cannot become a nice-to-have activity. It requires serious business and financial decisions, which are governed by principles of a strong business case and payback. The implementation must necessarily be business impacting – and the impact should be significant.
Technology has also become the centre for compliance management. Digital solutions to track and report on ever-changing regulations, specific work-streams or even acquisitions and changing business activities has become the norm. While technology supports compliance, compliance requirements too change by the advent of technology. It becomes a continuous dicotyledonous, co-dependent activity.
