Drive alignment on integrations for 2021 (Complete Drom and GF integration successfully) and 2022, Define shared R&R (incl capacity needed) for acquisitions and integration projects (GBS/SAP) between business, transition and delivery teams (DCs)

Define how we want to manage the rotation of key talent across GBS in a more structured and pro active way, including all GBS streams

Define vision and implementation plan for Change Management capabilities

Define vision and implementation plan for Programme Management capabilities

Build a shared view on "outside GBS" led projects impacting GBS cross functionally (e.g. site closure, GBS contribution to the digital roadmaps of the functions and divisions) (NOT capacity management)

Drive Silver Lining at the GBS LT and define who manages what within streams/centres

Define strategy for the GBS owned information systems (e.g. EnableNow, Service Now, etc.) (GBS digital roadmap), including advocating for the adoption beyond GBS i.e. process mining, AskMe

To connect GBS employees to Purpose, provide principles (framework, ways of working, funding) impact on nature & communities: , define how to "cascade" into the full GBS organization

GBS Learning strategy including how to continue to deliver and enhance our existing Learning Journey

Define framework on how to take corporate initiatives on mental health and well being and define if/what to be done at the different levels of the organisation (resources)

Reshape GBS LT VPM to ensure value is created from the discussions (driving performance) in line with 2025 strategy evolution