Function cockpit
AI GBS & Global Business Services
One front door for the enterprise. The digital-workforce factory.
Phase: Phase 4 — Governed autonomy
Operate shared services as an enterprise control tower and digital-workforce factory: intake, routing, standard execution, queue balance and evidence packaging are agent work; service design, sourcing strategy and control acceptance remain human.
Trust score
0
Touchless
0%
Human review
0%
Override rate
0%
Capacity released
30-50% released operating capacity across mature services; selected transactional workflows higher
Accountable human
Head of Global Business Services
CoS agent: GBS Chief of Staff
Cost to serve per unit including inference, and where the capacity went
Unit economics
What a unit of AI GBS & Global Business Services work costs to serve
Cost per unit is stated after inference, not before it. Model spend, retrieval, evaluation and the human review time that agents still trigger are all inside the number. A cost-per-unit figure that excludes inference is a marketing number.
Units per week
144,910
Cost to serve / wk
$1.3M
was $4.2M
Run-rate saving
$147.5M
annualized at current volume
Inference spend / wk
$264K
20% of cost to serve
Capacity released
300.2 FTE
712 → 412 on the work
Cost to serve by sub-function
Before and after, per unit, with the inference component shown separately.
| Sub-function | Units / wk | Cost / unit before | Cost / unit now | Of which inference | Change | Weekly delta |
|---|---|---|---|---|---|---|
| H2R Control Tower | 25,526 | $26 | $7.21 | $1.86 | -72% | $480K |
| S2P Control Tower | 20,386 | $27 | $7.48 | $1.54 | -72% | $396K |
| O2C Control Tower | 22,967 | $35 | $9.76 | $1.18 | -72% | $590K |
| R2R Control Tower | 19,748 | $37 | $13 | $2.39 | -65% | $475K |
| Service Catalog & Intake | 18,519 | $27 | $9.33 | $2.73 | -65% | $323K |
| Global Process Ownership | 106 | $874 | $391 | $63 | -55% | $51K |
| Automation Factory | 8,788 | $26 | $11 | $1.50 | -59% | $134K |
| Master Data Management | 9,565 | $18 | $6.08 | $1.81 | -66% | $112K |
| Service Delivery Management | 7,641 | $30 | $11 | $1.22 | -64% | $148K |
| Continuous Improvement | 3,531 | $28 | $9.36 | $2.30 | -66% | $64K |
| Cost-to-Serve Management | 8,133 | $11 | $2.85 | $0.66 | -73% | $63K |
| Total | 144,910 | $4.2M | $1.3M | $264K | -68% | $2.8M |
Inference is a variable cost that scales with volume, unlike the headcount it replaced. If volume doubles, the inference column doubles. That is the honest trade being made here.
Where the released capacity went
Capacity that is not redeployed is not a saving, it is a rounding error waiting to be re-hired.
H2R Control Tower
60.6 → 38.3 FTE
Redeployed into exception judgment and supplier relationship work.
S2P Control Tower
97.1 → 46.1 FTE
Redeployed into customer-facing escalation ownership.
O2C Control Tower
120.0 → 79.2 FTE
Redeployed into scenario work and strategy authoring review.
R2R Control Tower
60.3 → 41.0 FTE
Redeployed into customer-facing escalation ownership.
Service Catalog & Intake
117.2 → 59.2 FTE
Redeployed into scenario work and strategy authoring review.
Global Process Ownership
4.8 → 3.5 FTE
Redeployed into scenario work and strategy authoring review.
Automation Factory
47.4 → 31.2 FTE
Redeployed into data stewardship and evidence quality.
Master Data Management
75.3 → 37.3 FTE
Redeployed into exception judgment and supplier relationship work.
Service Delivery Management
41.7 → 26.2 FTE
Redeployed into exception judgment and supplier relationship work.
Continuous Improvement
27.7 → 16.9 FTE
Redeployed into data stewardship and evidence quality.
Cost-to-Serve Management
60.2 → 33.2 FTE
Redeployed into exception judgment and supplier relationship work.