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SSC Partnerships: How Will They Work?
SSC Partnerships: How Will They Work?
SSC Partnerships: How Will They Work?
SSC Partnerships: How Will They Work?
SSC Partnerships: How Will They Work?
SSC Partnerships: How Will They Work?
SSC Partnerships: How Will They Work?
SSC Partnerships: How Will They Work?
SSC Partnerships: How Will They Work?
SSC Partnerships: How Will They Work?
SSC Partnerships: How Will They Work?
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SSC Partnerships: How Will They Work?

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  • 1. Shared Services Canada SSC Partnerships: How Will They Work? Maurice Chénier, Senior Assistant Deputy Minister, Projects & Client Relationships May 25, 2012Shared Services CanadaServices partagés Canada
  • 2. Presentation Outline Shared Services Canada (SSC) Mandate Some Definitions – Who and What Partnership Model – What’s different Partner/Stakeholder Engagement  Model  SSC – Governance  CIO – Level – our business proxy  Project Shared Services Canada 2 Services partagés Canada
  • 3. Shared Services Canada Mandate “Shared Services Canada was formed to consolidate and streamline the delivery of IT infrastructure services, specifically email, data centre and network services. Our mandate is to do this so that all federal organizations have access to reliable, Service To efficient and secure IT infrastructure Canadians services for the best value”http://publiservice.gc.ca/ssc-spc/faq-eng.html#q2 Departmental Programs SSC Services SSC will Innovate, ensure full Value for Money and achieve Service Excellence ! Shared Services Canada Services partagés Canada 3
  • 4. Some Definitions – Who and What Partner: one of the 43 departments named in the Orders in Council (OIC) Client: a federal organization that obtains services from SSC that is not named in SSC OIC of November 15, 2011 Core service: the services as mandated in the OICs Optional service: services offered by SSC, outside the core mandate (of which some are mandatory under the common services policy) Shared Services Canada Services partagés Canada 4
  • 5. Partnership Engagement Model Expert for Hire This is where most relationships begin. This is not a ―bad‖ position to be in, but probably not one where you want to remain for long. Experts are, after all, tradable commodities—there are always other good experts in your field out there. Vendor You’ve successfully broadened the relationship and developed a significant revenue stream with this client. You may in fact be managing a very large, multifaceted program. Don’t kid yourself, however—you’re still in ―RFP territory,‖ just as you were when you were a solitary expert for hire. Vendors are generally good at client relationship management, but they tend to focus on the mechanical aspects of the process. They create detailed client plans (which are often then put on the shelf) that contain elaborate cross-selling matrices and financial information. These client account plans, in my experience, generally do not focus sufficiently on relationship building. Trusted Advisor In this quadrant, you’ve demonstrated a series of qualities— trustworthiness, independence, judgment, big-picture thinking, empathy, and others—that earn you a position as a trusted advisor within your client’s inner circle. Advisors have Empathy—they ask great questions and listen; Advisors are Deep Generalists who have knowledge depth and breadth; Advisors have Selfless Independence—they balance client devotion with objectivity; Advisors bring Synthesis or Big Picture Thinking to the table; Advisors also develop deep Personal Trust with their clients. Trusted Partner This is the ultimate goal: to be a trusted advisor to your client and to harness the full power of your organization to deliver outstanding results. In this top-right quadrant you have built a true client partnership. You are leading your client’s agenda, have built many-to-©2006 by Andrew Sobel. All Rights Reserved many relationships, and are meeting an array of client needs. Shared Services Canada Services partagés Canada 5
  • 6. Not all partners are equal but all are important.But we cannot engage 43+ different ways… Shared Services Canada Services partagés Canada 6
  • 7. Relationship Management FrameworkThe SSC Partner/Client Relationship Continuum PLAN BUILD OPERATE ENABLE Strategy and Projects and Client Operations CorporateTransformation Relationships ManagementArchitecture and Transformation project Capacity Internal SSC CIO demandstandards (with CIOB) execution and implementation managementService delivery Optional services projects Incident/problem SSC Corporate reportingstrategies execution and project management on enterprise IT utilization portfolio management and performanceProgram portfolio Business intake process Keep the lights onmanagement (43 partners and 70+ clients) and performance management Consulting on Transformation Collaborate Program Planning Operations and Project Execution Business Intake SSC responsible for a consistent approach Shared Services Canada Services partagés Canada 7
  • 8. Shared Services Canada Governance Structure Audit and Senior TBS-SSC Shared Services Evaluation Management IT Standards Canada Senior Committee Board Committee Advisory Council Corporate Business Operations Management Transformation Committee Committee Committee IT Service Investment IT Business Management Review Transformation Advisory Board Advisory Committee Decision-making Committee SMB sub-committees CMC sub-committee External advisory bodies Shared Services Canada Services partagés Canada 8
  • 9. CIO Engagement – multi-levelEngagement between SSC and the Partners will depend on a successfulparticipation by both in all the business processes that span the entities.Relationship management is a specific process to ensure all the processes workand meet the needs of both parties.1. Strategy level  Business plans; technology directions; architectural alignment with client business/application/data architectures  SSC part of business extension with CIO – hand in hand for business to IT linkage2. Investment & Project  Alignment of SSC and partner investment plans; alignment of priorities – getting the job done  Plans, oversight, gating, governance all in an integrated natural way – not as third- party3. Operations  Open and timely communication channels for issue management4. Performance management  Co-operative management by business service outcomes not as IT assets performance Shared Services Canada Services partagés Canada 9
  • 10. Sample Project – Stakeholder EngagementThe Stakeholder Mapping ensures engagements are focusedon business requirements, project deliverables andstakeholder roles and responsibilitiesSome Key Stakeholders include:  Treasury Board Ministers and Advisory Decision Treasury Board Secretariat Ensure needs Making and concerns are Level of Influence Decision Making  Inter-departmental Advisory understood and considered Authority Committees  IT Business Transformation  IT Services Management Inform Consult  CIO Council – 20+ CIOs Provide balanced and objective Obtain feedback on alternatives information and/or decision  43+ Partner & Client Departments  Unions  Our own SSC employees Level of interest  Industry Shared Services Canada Services partagés Canada 10
  • 11. SSC is a unique opportunity to create a new partnership mindset – what would make it really different and highly effective going forward? Questions? Shared Services Canada Services partagés Canada 11

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