The document discusses the evolution of shared services from being seen as an administrative extension of HR and finance departments to a specialized customer-centric service function. It outlines how shared services have progressed from captive models in companies to use of hybrid and outsourced models. The presentation highlights best practices for shared services including using a holistic strategic approach, establishing strong governance, focusing on talent management, and leveraging technology.

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Presentation for
Arab Outsourcing

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Everything related to employee was with HR and numbers with finance
Strong infusion of personal interpretation of practices
Administration work relegated to junior staff with little leadership overview
Priority conflict with core-HR/finance processes and calendar
Pre-BPO stage
“Since it has to do with
employees, it has to be
with HR”
90’s-00’s
“It is the
administrative side of
HR”
Next-Gen
“It’s not really an
extension of a dept
but a true specialized
service”
• Function diversification increased attention on transactional function
• Specializations like insurance handling, invoice to pay, etc.
• Consolidation based on process from different functions like IT, sourcing, etc.
• Creation of “processes” from legacy practices
• Specialized Services need specialized skills
• Awareness of difference and de-coupling of HR ops. and core-HR function
• Technology enabling standardization and streamlining
• Most importantly, it is “SERVICE” and not an extension of a dept.

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Defined as products/services
Creation of services centers (captive)
De-coupling from core HR and finance
Technology investments like Peoplesoft, oracle
Administration to Services
Captives to Hybrids/Outsourcing
Global Business Services – Multi-discipline
• KPIs/Metrics being defined and managed
• NPS/Cust satisfaction surveys engaged
• Specializations being developed
• Process improvement initiatives started
• Developing own skills vs sourcing
• Flexibility and scale through BPO
• In-house control function
• Leverage experience of BPO
• Management through SLAs
• Disciplined Services using “process” mindset
• Re-badging as a cost-effective option
• Release of management overhead
• Consolidation of back-office services for scale
• Need for “Services” leadership vs functional
• Leverage support functions like finance, HR, IT
• Productivity
• Critical mass for new products
• Entry to cross-functional activities
• New options on Career path
“Customer-
centric services
mindset being
introduced”
“Some captives
struggle to
keep up with
quality after
gen-1”
“Shared
services
developing as
a separate
vertical
industry”

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7. Asia-Pacific | Middle East| Europe | North America | Latin America Slide 7 of 12Asia-Pacific | Middle East| Europe | North America | Latin America
Governance
Operations
TechnologyProcess
• Holistic approach
• Senior leadership based
• In-built continuous process improvement
• Future evolution cognizant
• Strong governance
People
TechnologyPractices
• Independent approach
• People management with HR
• Technology …leap of faith
• Lack of holistic governance
• Continuous evolution
Conventional Strategy New-Gen Strategy

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Talent expectation vs. job content
War for talent
Cohesiveness of teams
Job satisfaction
In-house Talent Management
Talent Sourcing
Leadership
• Ensuring right talent in right job
• Acquiring and retaining “Critical” talent
• Setup “Real” job excitement and expectations
• Foster innovation and collaboration
• Long periods on recruitment
• High Attrition
• Lack of standards and discipline
• High cost of personnel
• Creation of shared services
• Acquire competency through outsourcing
• Leaders created to manage staff
• Aggregation of goals up to managers
• Lack of ingenuity
• Create leaders rather than managers
• Assign special set of goals for leaders
• Dedicated special short-term assignments
• Significant focus on behavioral skills

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Personal interpretation of guidelines
Ad hoc approach on execution
Multiple manual touch points
Manager intervention
Standardization
Measurement
Quality
• Well-written policies
• Demonstrate policy adherence
• Standardization and automation
• Limited performance management
• Emotions vs. factual
• Lack of baseline standards
• Repeat issues
• Implementation of KPIs/Key metrics
• Structure to mitigate under-performance
• High levels of inefficiency
• Dependent on personal effectiveness
• High amount of re-work
• Setup quality/process improvement cells
• Create a culture of continuous improvement
• Leverage global methods like 6-sigma, LEAN

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Large nr. of approvals
Absenteeism of approving authority
Lack of records for verification
Lack of reporting mechanism
Automation
Infrastructure
ERP
• Implement workflow tools
• Rationalize approval structures
• Inconsistent Connectivity
• Challenge with outside office hour support
• Lack of discipline with access rights
• Create a separate structure for critical processes
• Infrastructure IT policy and guidelines
• Excel spreadsheet proliferation
• Implemented ERP not effective
• Outside processing possibilities
• Importance of choosing the right ERP
• Leverage Software as services
• Mandate 100% system usage

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Key Functions:
 Strategy
 Program office
 Project Management
 Quality
 Finance
 HR operations
 Sourcing (support)
 Supply Chain (support)
 Information Technology
 Commercials
 Manufacturing (support)
 Legal (support)
 Business Intelligence
 Pre-sales
 Sales
Specific Expertise:
 Expert in Shared Services, Business
Transformation, Offshoring and
Outsourcing
 Expert in LEAN six-sigma, change
management and large scale process
improvement projects
 Extensive ERP and technology
implementation experience
 Extensive program and project office
management
 Global experience across multiple
regions and countries
 Thought leader, regular speaker,
panelist and chairperson at various
Finance, Shared Services and
Technology events around the globe
 Regular contributor to shared services
magazines
Relevant Experience:
Shared Services & Outsourcing
Created and Implemented global shared services strategy for Finance, Travel, HR operations
across EMEA covering compliance, legal, statutory requirements as well as functions like Buy-
to-Pay, General Accounting, Receivables, Fixed Assets, Payroll, on-boarding, sourcing, etc.
Established captive centers in Kenya and Algeria. Outsourcing to 3rd party in US, India and
China. In addition, set up of global vendor management office with key vendors with
standardized service delivery model globally. Provided extensive support to other functions
like IT, Sourcing, Real Estate/Facilities Operations in Africa. Negotiated various contracts on
outsourcing including payroll, finance, IT. Supported pricing function for the captives.
LEAN six-sigma and Process Improvements
Lead quality organization in EMEA for shared services that included company-wide green belt
and LEAN trainings, setting up global standard operational metrics, new country operations
setup, external BENCHMARKING on key processes. Lead the IT infrastructure organization
transformation (savings 5MM USD) and telecom cost-out opportunities. Leveraged Theory of
Constraints at workplace.
ERP and Technology
Extensive ERP and other technology implementation experience covering Oracle,
SmartStream Financials, Navision, Siebel, AS400, Business Objects across Europe, Middle-East
and Asia. Led development on B2B portals and other in-house developed platforms on
Financial Services, Manufacturing, Business Intelligence and data-warehouse. Lead the EMEA
IT infrastructure OUTSOURCING/OFF-SHORING. In addition, managed technology
infrastructure projects that included EMEA infrastructure management (15 MM USD), server
migrations, new web server infrastructure strategy, web security setups and upgrading service
center structure. Managed telecom portfolio of 40 MM USD including cost out opportunities.
Executive Level Strategic Support and Organization Transformation
Created strategy for shared services in Middle-East and Africa (from 8 centers to 34 centers in
3 years). Managed Program office that included outsourcing, standardization, ERP
implementations. Managed re-designing of the organization structure that including hiring,
transfers and rationalization. Setup Operations for the regional centers in Africa incl. office
space designs, infrastructure management, government subsidy consultations, etc
Background:
Anirvan has over 19 years in several Fortune 500 companies across the globe (GE,
SONY, DELL). Experience derived from cross-functional roles involving large scale
transformation using LEAN six-sigma, Talent Management, Shared Services, IT
and Sales.
He ran a global delivery model setup for BPO vendors, strategy for shared
services in the Middle-East and Africa region and prior to that ran the Quality
organization for EMEA operations of Shared Services. He also ran initiatives in
China, ASEAN, ANZ, Brazil and US.
Cross-pollinator of ideas and result-oriented. Specializes in successfully leading
"cost-neutral" initiatives (ROI: 2-3 years)
Anirvan is a LEAN six-sigma certified black belt/Master black belt and has a
Bachelor of Engineering in Instrumentation and Control Engineering.
Anirvan Sen
Managing Director Asia, Middle East & Africa
Email: anirvansen@chazeypartners.com
Web: www.chazeypartners.com