{"id":6224,"date":"2026-03-18T16:23:35","date_gmt":"2026-03-18T16:23:35","guid":{"rendered":"https:\/\/www.peeriosity.com\/shared-services\/articles\/?p=6224"},"modified":"2026-03-18T19:17:10","modified_gmt":"2026-03-18T19:17:10","slug":"exploring-the-impact-of-end-to-end-process-design","status":"publish","type":"post","link":"https:\/\/www.peeriosity.com\/shared-services\/articles\/2026\/03\/exploring-the-impact-of-end-to-end-process-design\/","title":{"rendered":"Exploring the Impact of End-to-End Process Design"},"content":{"rendered":"<p><strong>Executive Summary<\/strong><\/p>\n<p>This Peeriosity-100 Peercast featured a panel discussion on\u00a0<strong>end-to-end (E2E) process design<\/strong>\u00a0within Global Business Services (GBS) organizations, focusing on\u00a0<strong>Procure-to-Pay (P2P)<\/strong>\u00a0and related processes. Panelists from three Peeriosity-100 member companies shared their companies\u2019 journeys toward establishing\u00a0<strong>Global Process Owners (GPOs)<\/strong>\u00a0and achieving cross-functional process ownership.<\/p>\n<p>The conversation emphasized how\u00a0<strong>E2E process visibility, data-driven decision-making, and cross-functional collaboration<\/strong>\u00a0improve efficiency, accountability, and customer experience. Key challenges included balancing\u00a0<strong>influence vs. authority<\/strong>\u00a0for GPOs, breaking down functional silos, and aligning metrics and incentives across departments.<\/p>\n<p>The panel concluded that\u00a0<strong>credibility, data transparency, and executive sponsorship<\/strong>\u00a0are essential for successful E2E process ownership. Future discussions will continue exploring optimization of E2E design and hybrid work implications for GBS teams.<\/p>\n<p>Note that this document is a summary.\u00a0 Peeriosity-100 members have full visibility to company names, presenters, Peercast attendees, and a recording of the Peercast discussion.<\/p>\n<p><strong>Poll Results Review<\/strong><\/p>\n<p>A Peeriosity-100 poll was created to better understand the level of involvement Shared Services\/GBS has in end-to-end process optimization, and how end-to-end process improvement initiatives are structured.<\/p>\n<p>Per the chart below, 71% of member companies indicate that the involvement of Shared Services\/GBS is either significant or major, with the remaining 29% indicating the level of involvement is moderate. \u00a0No companies selected the options for \u201climited\u201d, \u201cnone\u201d, or \u201cNot currently utilizing end-to-end process design\u201d.<\/p>\n<p><img loading=\"lazy\" class=\"aligncenter wp-image-6225\" src=\"https:\/\/www.peeriosity.com\/shared-services\/articles\/wp-content\/uploads\/2026\/03\/10MAR-C1.png\" alt=\"\" width=\"628\" height=\"361\" srcset=\"https:\/\/www.peeriosity.com\/shared-services\/articles\/wp-content\/uploads\/2026\/03\/10MAR-C1.png 936w, https:\/\/www.peeriosity.com\/shared-services\/articles\/wp-content\/uploads\/2026\/03\/10MAR-C1-300x172.png 300w, https:\/\/www.peeriosity.com\/shared-services\/articles\/wp-content\/uploads\/2026\/03\/10MAR-C1-768x441.png 768w\" sizes=\"(max-width: 628px) 100vw, 628px\" \/><\/p>\n<p>Regarding how end-to-end improvement initiatives are structured, 43% indicated that functional areas manage related end-to-end process initiatives, and 43% report that project teams are formed as required, with only 14% indicating they have permanent formal end-to-end process teams.<\/p>\n<p><img loading=\"lazy\" class=\"aligncenter wp-image-6226\" src=\"https:\/\/www.peeriosity.com\/shared-services\/articles\/wp-content\/uploads\/2026\/03\/10MAR-C2.png\" alt=\"\" width=\"612\" height=\"322\" srcset=\"https:\/\/www.peeriosity.com\/shared-services\/articles\/wp-content\/uploads\/2026\/03\/10MAR-C2.png 936w, https:\/\/www.peeriosity.com\/shared-services\/articles\/wp-content\/uploads\/2026\/03\/10MAR-C2-300x158.png 300w, https:\/\/www.peeriosity.com\/shared-services\/articles\/wp-content\/uploads\/2026\/03\/10MAR-C2-768x404.png 768w\" sizes=\"(max-width: 612px) 100vw, 612px\" \/><\/p>\n<p>Some comments from members:<\/p>\n<ul>\n<li>While we would like to have process owners who truly cover end to end processes, ownership is still divided between Operational and Finance activities. For example Order to Cash involves Sales, Order Management and Finance. Sales engages with the customer, Order Management takes the order and Finance issues the invoices, collects and applies the cash. If there are delivery issues that causes the customer to hold off on paying the invoice, Finance contacts sales. If the customer says our sales order does not match their purchase order Finance contacts order management. Issues are addressed one by one and only if a persistent pattern is found, sometimes a formal cross function project is launched to address the issues, but there is never a single process owner.<\/li>\n<li>As long as it&#8217;s a process that is managed and owned by shared services; payroll, invoice processing, procurement, and T&amp;E for example we have significant involvement in the end to end process reviews. Other areas like Treasury, HCM and General Accounting we are more like contributors and can be more flexible with our defined roles.<\/li>\n<\/ul>\n<p><strong>Key Topics Discussed<\/strong><\/p>\n<ol>\n<li><strong> Evolution of End-to-End Process Ownership<\/strong><\/li>\n<\/ol>\n<ul>\n<li><strong>Company A:<\/strong><\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>GBS established in 2013; initial GPO roles dissolved due to lack of readiness.<\/li>\n<li>Reintroduced GPOs (P2P, R2R) in recent years, focusing on empowerment and authority.<\/li>\n<li>Emphasized shifting from a results-oriented to a process-oriented culture.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ul>\n<li><strong>Company B:<\/strong><\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>GPO roles launched in 2018 alongside the\u00a0<strong>S\/4HANA transformation (Program LEO)<\/strong>.<\/li>\n<li>Developed\u00a0<strong>Business Process Hierarchies (BPHs)<\/strong>\u00a0and 10\u201314 workstreams (P2P, R2R, H2R, etc.).<\/li>\n<li>Stressed the importance of structured governance, PMO integration, and value realization checkpoints.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ul>\n<li><strong>Company C:<\/strong><\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>GBS formed in 2020; P2P includes invoice-to-pay and travel-to-expense.<\/li>\n<li>GPOs work with\u00a0<strong>Global Delivery Leads (GDLs)<\/strong>\u00a0and regional hubs (India, US, Europe, China, Mexico).<\/li>\n<li>Transitioned from \u201clift and shift\u201d to continuous optimization and process integration.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ol start=\"2\">\n<li><strong> Impact of End-to-End Thinking<\/strong><\/li>\n<\/ol>\n<ul>\n<li><strong>Co C:<\/strong>\u00a0Introduced\u00a0<strong>end-to-end heat maps<\/strong>\u00a0and\u00a0<strong>Source-to-Pay Process Partner Councils<\/strong>\u00a0to align metrics and priorities across procurement, AP, and treasury.<\/li>\n<li><strong>Co B:<\/strong>\u00a0Improved visibility and standardization through global templates and data governance; uses\u00a0<strong>Value Realization Office (VRO)<\/strong>\u00a0checkpoints.<\/li>\n<li><strong>Co A:<\/strong> Focused on building process awareness and cross-functional goal setting amid margin pressures.<strong>\u00a0<\/strong><\/li>\n<\/ul>\n<ol start=\"3\">\n<li><strong> Metrics, Incentives, and Mindset Shift<\/strong><\/li>\n<\/ol>\n<ul>\n<li>Aligning KPIs across procurement, finance, and operations is critical.<\/li>\n<li>Executive sponsorship ensures all functions \u201cswim in the same direction.\u201d<\/li>\n<li>Business partnering and stakeholder engagement are key success measures.<\/li>\n<li>Co C uses\u00a0<strong>MaxP (Maximum Performance)<\/strong>\u00a0goals to align incentives across teams.<\/li>\n<\/ul>\n<ol start=\"4\">\n<li><strong> GPO Role and Leadership Dynamics<\/strong><\/li>\n<\/ol>\n<ul>\n<li>GPOs often rely on\u00a0<strong>influence rather than direct authority<\/strong>, especially when functions remain outside GBS.<\/li>\n<li><strong>Credibility and data-driven insights<\/strong>\u00a0are vital for influencing upstream partners.<\/li>\n<li>Panelists agreed for the role of GPO for P2P sourcing experience provides stronger end-to-end understanding than AP-only backgrounds and creates greater credibility and influence with Purchasing.<\/li>\n<\/ul>\n<ol start=\"5\">\n<li><strong> Challenges and Opportunities<\/strong><\/li>\n<\/ol>\n<ul>\n<li><strong>Top challenges:<\/strong><\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>Managing expectations and prioritizing enhancements vs. transformations.<\/li>\n<li>Ensuring seamless internal customer experience despite multiple handoffs.<\/li>\n<li>Data quality and accessibility for meaningful analytics.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ul>\n<li><strong>Opportunities:<\/strong><\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>Simplify and automate intake systems (e.g., ServiceNow) for unified customer experience.<\/li>\n<li>Increase process visibility and automation to reduce manual interventions.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ol start=\"6\">\n<li><strong> Remote vs. Hybrid Work Discussion<\/strong><\/li>\n<\/ol>\n<ul>\n<li><strong>Co B:<\/strong>\u00a0Fully remote team; effective with clear expectations and periodic in-person sessions.<\/li>\n<li><strong>Co C:<\/strong>\u00a0On-site presence fosters spontaneous \u201challway conversations\u201d and cross-process learning.<\/li>\n<li>Consensus: Hybrid flexibility works best when balanced with intentional collaboration.<\/li>\n<\/ul>\n<p><strong>Major Decisions or Agreements<\/strong><\/p>\n<ul>\n<li>Continue promoting\u00a0<strong>data-driven E2E governance<\/strong>\u00a0and\u00a0<strong>cross-functional alignment<\/strong>.<\/li>\n<li>Recognize the need for\u00a0<strong>executive sponsorship<\/strong>\u00a0and\u00a0<strong>shared metrics<\/strong>\u00a0to sustain process ownership.<\/li>\n<li>Plan for future Peercasts to explore\u00a0<strong>E2E optimization<\/strong>\u00a0with <strong>a more detailed drill-down on the role of a Global Process Owner (GPO).<\/strong><\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<p><span class='st_linkedin_large' st_title='Exploring the Impact of End-to-End Process Design' st_url='https%3A%2F%2Fwww.peeriosity.com%2Fshared-services%2Farticles%2F2026%2F03%2Fexploring-the-impact-of-end-to-end-process-design%2F' displayText='linkedin'><\/span><span class='st_twitter_large' st_title='Exploring the Impact of End-to-End Process Design' st_url='https%3A%2F%2Fwww.peeriosity.com%2Fshared-services%2Farticles%2F2026%2F03%2Fexploring-the-impact-of-end-to-end-process-design%2F' displayText='twitter'><\/span><span class='st_email_large' st_title='Exploring the Impact of End-to-End Process Design' st_url='https%3A%2F%2Fwww.peeriosity.com%2Fshared-services%2Farticles%2F2026%2F03%2Fexploring-the-impact-of-end-to-end-process-design%2F' displayText='email'><\/span><\/p>","protected":false},"excerpt":{"rendered":"<p>Executive Summary This Peeriosity-100 Peercast featured a panel discussion on\u00a0end-to-end (E2E) process design\u00a0within Global Business Services (GBS) organizations, focusing on\u00a0Procure-to-Pay (P2P)\u00a0and related processes. Panelists from three Peeriosity-100 member companies shared their companies\u2019 journeys toward establishing\u00a0Global Process Owners (GPOs)\u00a0and achieving cross-functional process ownership. The conversation emphasized how\u00a0E2E process visibility, data-driven decision-making, and cross-functional collaboration\u00a0improve efficiency, accountability, [&hellip;]<\/p>\n<p><span class='st_linkedin_large' st_title='Exploring the Impact of End-to-End Process Design' st_url='https%3A%2F%2Fwww.peeriosity.com%2Fshared-services%2Farticles%2F2026%2F03%2Fexploring-the-impact-of-end-to-end-process-design%2F' displayText='linkedin'><\/span><span class='st_twitter_large' st_title='Exploring the Impact of End-to-End Process Design' st_url='https%3A%2F%2Fwww.peeriosity.com%2Fshared-services%2Farticles%2F2026%2F03%2Fexploring-the-impact-of-end-to-end-process-design%2F' displayText='twitter'><\/span><span class='st_email_large' st_title='Exploring the Impact of End-to-End Process Design' st_url='https%3A%2F%2Fwww.peeriosity.com%2Fshared-services%2Farticles%2F2026%2F03%2Fexploring-the-impact-of-end-to-end-process-design%2F' displayText='email'><\/span><\/p>","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[8],"tags":[],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v19.2 (Yoast SEO v19.13) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Exploring the Impact of End-to-End Process Design - Peeriosity<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.peeriosity.com\/shared-services\/articles\/2026\/03\/exploring-the-impact-of-end-to-end-process-design\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Exploring the Impact of End-to-End Process Design\" \/>\n<meta property=\"og:description\" content=\"Executive Summary This Peeriosity-100 Peercast featured a panel discussion on\u00a0end-to-end (E2E) process design\u00a0within Global Business Services (GBS) organizations, focusing on\u00a0Procure-to-Pay (P2P)\u00a0and related processes. 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