Customer-to-cash activities handled in GBS organizations are increasingly leveraging digital strategies to produce meaningful savings without compromising service quality. Indeed, the most significant benefits are reflected in measures of business value: 73% of top performers report a moderate or high impact on the experience of their customers, suppliers, and employees. Further, with technological progress freeing up staff time to focus on value-creating work, 64% of top performers have witnessed a substantial impact on enterprise profitability. But digital maturity in GBS organizations is turning out to be a double-edged sword, generating both myths and challenges to their continued relevance that customer-to-cash leaders must consider and address.

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