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The Art of
Services
Governance
94% of executives
say complexity is
their greatest
challenge.
From the headlines:
Capital One settles for $210M in allegations that call centers
pressured clients for add-ons on their ...
Underwhelming…
beyond adequate…
or game changing?
KPMG and HfS hosted a Webcast on the
principles of governance.
Here are ...
Q: Change in importance of
program objectives since
initiated.

Over time, the importance of cost
wanes as priorities shif...
Q: How effective have your
initiatives been for
achieving business
benefits to date?

Most outsourcing was established for...
Without strong governance, organizations tend to
maintain the status quo…meh.

© 2013 KPMG LLP, a Delaware limited liabili...
Q: How important is meeting
compliance/regulatory
requirements in your
company’s IT outsourcing and
BPO decision making?

...
Q: Which best describes
the use of Governance
intelligence in your
organization?

Only about
a quarter
view their
governan...
Q: What is the top inhibitor
to the business
Lack of an integrated tool
maturation of your
set to manage the
Governance bu...
Today’s governance imperatives:
Change from cost myopia to a value vision
Manage compliance to mitigate financial, operati...
Join us:
We invite you to the KPMG 2013 Governance Roundtable event,
Transcend the Transactional: A New Era for Outsourcin...
Contact us:
Eugene M. Kublanov
Managing Director,
KPMG Shared Services
and Outsourcing Advisory

Liz Evans
Managing Direct...
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The Art of Services Governance

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94% of executives say complexity is their greatest challenge.
KPMG and HfS hosted a Webcast on the principles of governance.
Here are the highlights and opinions of those who attended.

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Transcript of "The Art of Services Governance"

  1. 1. The Art of Services Governance 94% of executives say complexity is their greatest challenge.
  2. 2. From the headlines: Capital One settles for $210M in allegations that call centers pressured clients for add-ons on their credit-cards. Discover agrees to pay $200M to cardholders it led into buying costly and unneeded credit-card products. American Express settles for $85M in allegations for using false customer statements to settle old debt, misleading promotions, and discriminating credit doling based on age. How much of this could have been avoided with effective Services Governance? © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The Art of Services Governance 2
  3. 3. Underwhelming… beyond adequate… or game changing? KPMG and HfS hosted a Webcast on the principles of governance. Here are the highlights and opinions of those who attended. © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The Art of Services Governance 3
  4. 4. Q: Change in importance of program objectives since initiated. Over time, the importance of cost wanes as priorities shift to value Source: HfS Research 2013, n = 399 Buy-side Enterprises; “2013 State of Outsourcing” Study Conducted with the support of KPMG LLP © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The Art of Services Governance 4
  5. 5. Q: How effective have your initiatives been for achieving business benefits to date? Most outsourcing was established for tactical, not strategic reasons. Source: HfS Research 2013, n = 399 Buy-side Enterprises; “2013 State of Outsourcing” Study Conducted with the support of KPMG LLP © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The Art of Services Governance 5
  6. 6. Without strong governance, organizations tend to maintain the status quo…meh. © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The Art of Services Governance 6
  7. 7. Q: How important is meeting compliance/regulatory requirements in your company’s IT outsourcing and BPO decision making? Not important at all Mission Critical Somewhat important Regulatory environment remains uncertain and highly dynamic. Two thirds view compliance as a mission critical/ important business driver. Important but not critical Source: HfS Research 2013, n = 399 Buy-side Enterprises; “2013 State of Outsourcing” Study Conducted with the support of KPMG LLP © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The Art of Services Governance 7
  8. 8. Q: Which best describes the use of Governance intelligence in your organization? Only about a quarter view their governance as “intelligent” Other Basic performance measures in place, data IS NOT perceived to be credible Data and metrics provide intelligent information and improved decision making Basic performance measures are in place data IS perceived to be credible Basic performance measurement in place, working to establish intelligence capabilities © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The Art of Services Governance 8
  9. 9. Q: What is the top inhibitor to the business Lack of an integrated tool maturation of your set to manage the Governance business shared services governance organization? Top governance challenges come down to communication, talent, and change management… Other Difficulty changing perceptions of or interactions with the business Have a clear vision/ roadmap on how to run an effective Governance Organization Changing the people components— culture, skills, etc. © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The Art of Services Governance 9
  10. 10. Today’s governance imperatives: Change from cost myopia to a value vision Manage compliance to mitigate financial, operational, and reputational risk Redefine talent management to provide meaningful careers for government professionals Collaborate with providers to achieve innovative and realistic outcomes Harness the data and analytics advantage to advance the business not just support it © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The Art of Services Governance 10
  11. 11. Join us: We invite you to the KPMG 2013 Governance Roundtable event, Transcend the Transactional: A New Era for Outsourcing Governance for an informative, collaborative, and innovative discussion on the industry’s challenges and core governance issues. http://www.seeuthere.com/kpmg/4025266/home For more information, please contact: Allison Norman acnorman@kpmg.com © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The Art of Services Governance 11
  12. 12. Contact us: Eugene M. Kublanov Managing Director, KPMG Shared Services and Outsourcing Advisory Liz Evans Managing Director, KPMG Shared Services and Outsourcing Advisory ekublanov@kpmg.com erevans@kpmg.com +1 (925) 918-2175 +1 (312) 953-4891 © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The Art of Services Governance 12
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