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1 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES
2014
MARCH
BEYOND TRADITIONAL
“SHARED SERVIC...
2 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES
Introduction
“Over the past few years, as Sh...
3 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES
The journey continues...
For many multinatio...
4 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES
START WITH “BUSINESS
SERVICES” - THEN GO
“GL...
5 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES
1.	 There is a strong drive to get “closer t...
6 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES
A WORD OF WARNING
While we can define GBS in...
7 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES
All rights reserved. Neither this publicatio...
8 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES
ChazeyPartnersChazey Partners is a practitio...
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Beyond Traditional “Shared Services”: Global Business Services

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Over the past few years, as Shared Services management thinking as well as the awareness of the value of data analytics has evolved, there is now a more pronounced demand for better quality data insights; increasingly globalized support strategy; and more holistic, “enterprise-wide” decision-making that is leading many organizations to aspire to a more sophisticated Global Business Services model.

For more info about Global Business Services, please visit www.ChazeyPartners.com/articles

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Transcript of "Beyond Traditional “Shared Services”: Global Business Services"

  1. 1. 1 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES 2014 MARCH BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES
  2. 2. 2 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES Introduction “Over the past few years, as Shared Services management thinking as well as the awareness of the value of data analytics has evolved, there is now a more pronounced demand for better quality data insights; increasingly globalized support strategy; and more holistic, “enterprise-wide” decision-making that is leading many organizations to aspire to a more sophisticated Global Business Services model.” David O’Sullivan Co-Founder and Partner Chazey Partners
  3. 3. 3 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES The journey continues... For many multinational organizations operating across the globe, implementing Shared Services has been an effective means of delivering standardized, cost- effective, and reliable support services. Shared Services have thus formed part of a sophisticated sourcing strategy that supports the business units’ needs while eliminatinginefficienciesassociatedwithde-centralized service delivery across non-core functions. But while the cost and quality targets of the original SSO model are generally easily attained, the model is limited in terms of its capability when we take into consideration the potential of an “enterprise-wide” sourcing strategy. Over the past few years, as management thinking as well as the awareness of the value of data analytics has evolved, there is now a more pronounced demand for better quality data insights; increasingly globalized support strategy; and more holistic, “enterprise-wide” decision-making that is leading many organizations to aspire to a more sophisticated Global Business Services model. A KPMG/HfS Research survey last year indicated that 60% of organizations with “mature operational service frameworks” are planning to move to a GBS model, while the Shared Services & Outsourcing Network’s 2013 membership survey found that the single most important future potential of Shared Services was “shifting to a GBS model.” GBS, however, is not easily attainable, as it requires a more consistent mandate at a high level, and strong central governance to manage it. Those companies that do persevere, however, operate on a separate plane. Examples include industry leaders such as Procter & Gamble, or HP. In both cases, a global footprint combined with a global services delivery framework and a “right-sourcing” approach that includes selective outsourcing is providing these companies with unparalleled advantages in terms of supporting their business objectives and growth. That is not to say, however, that GBS is for everyone. The investment, platform requirements, process ownership, and compliance issues make Global Business Services a daunting prospect, to say the least – and a potential public catastrophe should things go wrong. HOW DOES GBS DIFFER FROM TRADITIONAL SHARED SERVICES? To some extent, the approach and strategy of both models is similar: each offers an effective route to achieving the triple benefit of lower costs, improved service levels, and a tighter, more efficient, control environment through leveraging a range of enablers – including customer relationship management, economies of scale, automation, organizational realignment, labor arbitrage, implementation of best practices, and true “end-to-end” process optimization. Taking a simplistic view of Shared Services’ evolution, you could argue that while most implementations launch with a single- or multifunctional center, generally with an in-country or regional (Latin America, Central and Eastern Europe, North America, etc) focus, GBS elevates this to global delivery, with appropriate global ownership, targets and frameworks. GBS effectively marks the final stage in the Shared Services journey, identifying itself with “organization”, “location” and “sourcing options”, and prioritizing governance to leverage control.
  4. 4. 4 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES START WITH “BUSINESS SERVICES” - THEN GO “GLOBAL” However, while the principles of “Global” services still have a lot in common with traditional Shared Services, GBS takes services delivery to another level by, first, shifting to “business services”, which implies a more holistic support of the organization; second, by leveraging “global” – as in capability, process ownership, delivery strategy, and footprint; and third, unleashing the power of analytics. “Business services” differentiate themselves by promoting an integrated approach, taking an end-to- end view across the enterprise, and leveraging process excellence to drive optimization on a global level. However, making decisions on a global level implies global ownership, which is a sticking point for many businesses that are still struggling with in-country or regional processes tailored to their customers’ needs. (Accenture, in a recent survey, found that less than 50% of organizations they questioned defined processes at a global level1.) The second differentiator – “global” – is frequently misunderstood. GBS is about much more than simply running a center in the Americas, in Europe, and in Asia. GBS is about understanding the advantages of each location and making the most appropriate sourcing decisions. A GBS model can include a number of core “hubs” alongside more locally-oriented “spoke” centers, to provide localized services where these are legally or otherwise required. Finally, data analytics has emerged as a highly valued outputofSharedServices.However,tofullyaccess,mine and analyze enterprise data requires a holistic strategy, which GBS provides a framework for. While analytics can be driven from and through any given center, the level of analytics that drive enterprise optimization can only be accessed through a global framework. MULTIFUNCTION OR SINGLE FUNCTION? While it is generally assumed that GBS covers multiple support services (“multifunction” – as in F&A, HR, Procurement, etc) this is not necessarily the case. In practice, many organizations find it easier to stand up a single function GBS, which avoids the complex decisions around ownership inherent to multiple functions transitioning into one center, and reporting to one head of GBS. Hackett Group research (2012 survey, in association with SSON) found that Finance is the most common function in today’s GBS: 84% of survey participants reported they supported Finance services. In second place, 45% of participants listed Human Resources as a function supported through GBS. ADVANTAGES OF THE GBS MODEL Effectively, GBS is about deploying a comprehensive, enterprise-wide Shared Services that mines, analyzes, and makes decisions based on its access to enterprise data. This model can yield tremendous value to an organization, far beyond the cost advantages of standardization and labor arbitrage. The most effective examplesofGBSalignserviceswithbusinessoperations for streamlined support and analysis, and deliver smarter insights based on better quality data while offering predictive solutions for future opportunities. The advantages of GBS are based on the consolidation of common applications and processes, delivery models, and leading practices – all on a global scale – while leveraging flexible sourcing options that can include shared services, outsourcing, and cloud computing, for maximum efficiency and effectiveness. This means evaluating the service capability, expertise, cost and advantages of different providers or delivery models (captive vs. outsourced; onshore vs. offshore) to find the most appropriate fit. It’s important to note, however, that “most appropriate” does not equate to “cheapest”, “fastest” or “nearest”. Instead, by aligning itself with desired business outputs and corporate strategies, and by analyzing its global capability, a GBS model supports smarter sourcing decisions, which are to the overall advantage of the business. A true GBS will deliver the same process all over the world, providing a seamless service at the right cost. It also acts as a knowledgeable partner for all countries, leveraging business insights gleaned from global data to drive smarter decisions at every level and location. Where GBS scores big points is in driving additional, strategic value. For example: • focusing beyond cost, towards leveraging expertise, data and knowledge across the enterprise • influencing and impacting business outcomes – taking a more strategic position • driving business alignment to meet organizational goals • delivering value – in improvements as well as cost reductions
  5. 5. 5 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES 1. There is a strong drive to get “closer to the business”, which promotes regional centers that, nevertheless, stand to benefit from leveraging global best practices. 2. A global footprint offers the opportunity to leverage cheap(er) labor, thus encouraging the consideration of emerging markets. 3. As management becomes more comfortable with the Shared Services concept, there is increasingly a demand for higher value service capability beyond the transactional, which promotes Centers of Expertise, often in ‘nearshore’ locations, which can be leveraged globally. 4. Businesses are growing in Latin American and Asian markets, and need to rely on robust, flexible, and scalable services frameworks that support corporate strategic and business objectives of growth, value, cost, etc. GBS meets these challenges. 5. Today’s organizations face challenges and opportunities at every level and in every location. It’s an advantage, therefore, to be able to shuffle process parts around the world as part of a global sourcing strategy that leverages locations and capabilities according to their strengths and advantages. 6. Technology is evolving. Today’s ERP systems offer a single business platform to promote operational efficiency across global processes, for example in electronic invoicing, document management, workflow, automatic matching and payment allocation, reconciliations, etc. Alternatively, there are also cheaper, cloud-based platforms (SaaS) that can link up disparate centers and business operations. The GBS model is in a strong position to leverage the benefits of technology and automation across the enterprise. What’s driving us towards “Global”? Given the upheaval and turf wars that are unleashed when GBS is touted – why not stick with multifunctional regional Centers, which are also delivering the goods? There happen to be strong trends that are pushing organizations towards GBS, many of which have less to do with organizational design than they do with evolving environmental factors: • global process management and governance • leveraging and managing talent across the enterprise • optimizing delivery centers from different locations, whether captive or outsourced • turning business intelligence into insights A recent KPMG report measured the impact of GBS across industries. It highlighted the following metrics as a result of implementing Global Business Services: • 10-35% cost savings across major back office functions (Finance, HR, IT) whereby Finance shows the greatest potential for improvement • 10-15% cost savings on Facilities • 8-13% spend reduction on Indirect Goods and Services • Improved collaboration between stakeholders • Improved delivery capability • Improved governance, risk management, performance, and reporting • Improved integration of end-to-end services • Centers of Expertise more effectively leveraged to deliver innovation
  6. 6. 6 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES A WORD OF WARNING While we can define GBS in terms of deliverables and ownership, the key point to remember is that success or failure rests on the ability to support the business in achieving its stated goals. Chasing “GBS definition” for its own sake means running the risk of fixating on internal targets at the expense of meeting clients’ expectations. Where GBS does fail, you usually find a failure in leadership rather than a failure in service. Strong leadership and a robust governance structure are the pillars of success, for GBS as for any Shared Services. Other challenges include: • attracting and maintaining key employee talent • lack of common cross-functional tools and approaches • lack of a shared center infrastructure across functions • lack of cross-functional process management • functional silos retained for processes execution SUMMARY While cost was the driving force for most Shared Services implementations, increasing sophistication, automation, and a more global approach to process ownership mean that SSOs are now focusing on partnering, aligning services to business outcomes, and driving valuable insights through data analytics. The strength of the GBS model is that all strings are effectively held in one hand, and the single business unit customer is serviced through one point of contact. The Global Business Services model is, therefore, becoming far more integral to the businesses it serves. Notes: 1. Trends in Shared Services: Unlocking the Full Potential, Accenture, September 26, 2011 2. The Future of Global Business Services, PWC and HfS Research, June 2012 3. 3. Global Business Services Industry Study 2013, KPMG and HfS Research 6 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES
  7. 7. 7 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES All rights reserved. Neither this publication nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, by photocopy, recording or otherwise, without the prior permission of Chazey Partners. For more articles from Chazey Partners Please visit www.ChazeyPartners.com/Resources or subscribe to our newsletters www.ChazeyPartners.com/Subscribe Coca-Cola Hellenic: 3 Steps from Transactional to Commercial Services In just four years, the CCH Business Services Organization in Sofia, Bulgaria, has established itself as a valued and strategic partner. Find out how the team pushed the business to prepare for migration. Click here to learn more. 9 Critical Components for a Successful Client Interaction Framework It’s not that complicated! Mastering client satisfaction through a comprehensive framework is made easy through this simple roadmap. Use it to build a strong basis for your client relationships. Read more about developing a robust Client Interaction Framework. When Is Shared Services Not Really Shared Services? Not every shared service implementation will be a success but, there are degrees of success and some examples are better than others. What is important, therefore, is understanding what characterizes a poor implementation, and what are the signs that you should look out for to prevent or diagnose a failing shared services operation? Read more about the article. The “Value-Add” Shared Services Landscape: How Do Different Industries and Functions Stack Up? This report highlights the trend in numbers of Value Add service lines according to industry, function, maturity, and private vs. public sector. Read more about the article How to Implement Multi-Functional Shared Services in a Public Sector Environment Learn from the Government of New Brunswick Internal Services Agency (Canada) on how they have implemented multifunctional Shared Services. This highly informative case study charts this project’s progress from business case through go live, and shares some of the key lessons learned. Read More about the case study
  8. 8. 8 | MARCH 2014 BEYOND TRADITIONAL “SHARED SERVICES”: GLOBAL BUSINESS SERVICES ChazeyPartnersChazey Partners is a practitioners-led global management advisory business. We bring together a unique wealth of experience, empowering our clients to strive for world-class excellence through Business Transformation, Shared Services & Outsourcing, Technology Enablement, Process Enhancement and Corporate Strategy Optimization. We pride ourselves in having built, operated and turned around some of the world’s most highly commended and ground breaking Shared Services Organizations, and for implementing many highly successful multi-sourced (shared services and outsourced) delivery solutions. Over the last 20 years, we have delivered numerous programs globally, in the US, Canada, UK, Continental Europe, Ireland, India, Eastern Europe, South America, Singapore, Australia, China, Middle-East and Africa. Our experience covers both Private and Public Sectors, providing expertise in a wide spectrum of business functions, including Finance, HR, IT and Procurement. Learn more about us at www.ChazeyPartners.com. Follow us on LinkedIn, Twitter, Facebook and Google+ If you would like to speak to a partner about this article, please contact: Phil Searle CEO & Founder Chazey Partners philsearle@chazeypartners.com David O’Sullivan Co-Founder & Partner Chazey Partners davidosullivan@chazeypartners.com Grant Farrell Managing Director United States Chazey Partners grantfarrell@chazeypartners.com Esteban Carril Managing Director, Latin America Chazey Partners estebancarril@chazeypartners.com Chas Moore Managing Director, Canada Chazey Partners chasmoore@chazeypartners.com Anirvan Sen Managing Director, Asia, Middle East and Africa Chazey Partners anirvansen@chazeypartners.com Janey Jux Head of Public Sector Practice EMEA Chazey Partners janeyjux@chazeypartners.com Christina Exarchou Head of HR Practice EMEA Chazey Partners christinaexarchou@chazeypartners.com Emer O’Kelly Regional Director Europe Chazey Partners emerokelly@chazeypartners.com Robert Towle Regional Director, East Coast, United States Chazey Partners roberttowle@chazeypartners.com

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