Global shared service centers have a voice
Are you listening?
Big idea
The talent landscape in emerging nations is changing,
and service delivery is transforming along with it
‒ Multin...
What’s at stake?
Organizations that…
…embrace this change can ask more of their global service
delivery functions, extend ...
Transforming how business operates
• Able to tackle more innovation opportunities without
adding headcount
Copyright © 201...
Why act now?
• Less than full participation = opportunity cost in
innovation and value-added activities that it doesn’t
ha...
Lessons from leaders
What to do
 Know what matters to the people who matter
 Commit the time in-market
 Choose the righ...
Closing thoughts
• Incorporate room for growth
• Dive in to learn the landscape
• Be mindful of Federal laws
• Demonstrate...
Contact Information
Matt Szuhaj
Director
Deloitte Consulting LLP
San Francisco
+1 415 783 4268
maszuhaj@deloitte.com
7
Copyright © 2014 Deloitte Development LLC. All rights reserved.
This publication contains general information only and is ...
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Global Talent Power Play - Global Shared Service Centers have a voice, are you listening?

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The talent landscape in emerging nations is changing, and service delivery is transforming along with it

Multinational employers are competing for more capable, more discerning talent against “native” companies that are just as attractive

Global shared service centers are ready to do more than just take orders; they have perspectives worth listening to

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Global Talent Power Play - Global Shared Service Centers have a voice, are you listening?

  1. 1. Global shared service centers have a voice Are you listening?
  2. 2. Big idea The talent landscape in emerging nations is changing, and service delivery is transforming along with it ‒ Multinational employers are competing for more capable, more discerning talent against “native” companies that are just as attractive ‒ Global shared service centers are ready to do more than just take orders; they have perspectives worth listening to Copyright © 2014 Deloitte Development LLC. All rights reserved.
  3. 3. What’s at stake? Organizations that… …embrace this change can ask more of their global service delivery functions, extend their brands, and benefit from two- way innovation flows …cling to the old model may end up out of touch with their target markets, and they may send trained employees into the arms of competitors Copyright © 2014 Deloitte Development LLC. All rights reserved.2
  4. 4. Transforming how business operates • Able to tackle more innovation opportunities without adding headcount Copyright © 2014 Deloitte Development LLC. All rights reserved. • Siloes fall away and mass collaboration ensues when you stop encouraging competition between your different centers • Respect flows in both directions when decisions are given equal weight 3
  5. 5. Why act now? • Less than full participation = opportunity cost in innovation and value-added activities that it doesn’t have the capacity to address • Finding the staff to run service delivery this way means recruiting them before your competition does Copyright © 2014 Deloitte Development LLC. All rights reserved.4
  6. 6. Lessons from leaders What to do  Know what matters to the people who matter  Commit the time in-market  Choose the right leadership What not to do  Don’t make the relationship one-sided  Don’t scrimp  Don’t make cost-effectiveness the focal point Copyright © 2014 Deloitte Development LLC. All rights reserved.5
  7. 7. Closing thoughts • Incorporate room for growth • Dive in to learn the landscape • Be mindful of Federal laws • Demonstrate sensitivity Copyright © 2014 Deloitte Development LLC. All rights reserved.6
  8. 8. Contact Information Matt Szuhaj Director Deloitte Consulting LLP San Francisco +1 415 783 4268 maszuhaj@deloitte.com 7
  9. 9. Copyright © 2014 Deloitte Development LLC. All rights reserved. This publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this publication, rendering business, financial, investment, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this publication. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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