0
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East ...
Upcoming SlideShare
Loading in...5
×

Without Client Engagement There is No Shared Services

249

Published on

Sometimes the only thing “shared” about a Shared Services Organization is the name. Is your organization set-up for sustainable success? Learn about the four critical success factors for Shared Services and what happens when the client is not engaged in the transformation. In this interactive workshop, we combine small group work with synergistic plenary sessions to cover the nine key components of the Client Interaction Framework. This workshop is targeted at organizations with mature Shared Services or those who are just planning and launching. Participants will come away with an assessment tool that will enable them to review their own initiatives and develop a plan to close the gaps between their current state and leading practices.

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
249
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
14
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Transcript of "Without Client Engagement There is No Shared Services"

  1. 1. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 1 DELIVERING THE PROMISE … © Chazey Partners 2014 Shared Services & Outsourcing Week Without Client Engagement… There is No Shared Services March 12, 2014 | Orlando, FL
  2. 2. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 2 PHIL SEARLE CEO & Founder Global/Americas Tel: (408) 402-3008 philsearle@chazeypartners.com Phil has more than 20 years of experience in Finance, Shared Services, Technology and Outsourcing. Prior to his current role, he was Group VP and CFO of Cendant TDS International, which encompassed all areas of Finance across four continents, including Decision Support, Financial Planning & Analysis, Controllership and Financial plus certain HR Shared Services. Phil was granted O1 visa status by the US government in 2008 which resulted in him gaining accelerated Green Card status in 2009 through the “Extraordinary Ability” classification. This classification is for “ability…demonstrated by sustained national or international acclaim” and was based on Phil’s unique experience in Shared Services and Outsourcing. Phil also was issued a C10 visa by the Canadian federal government in 2010; this visa is only granted where there is “significant benefit to Canada" [R205(a) CEC C10]. Phil is a Chartered Accountant and has a BA Honors Degree in Economics from the University of Exeter. He is a member of Financial Executives International (FEI). CHAS MOORE Managing Director Canada Tel: (250) 469-4168 chasmoore@chazeypartners.com Chas has 19 years of experience in business leadership, management and Shared Services implementations. He leverages his extensive experience in healthcare and industry to help teams innovate effective and realistic solutions for complex industries. Prior to his recent assignments he was the Interior Health Business Support Director for Corporate Initiatives leading Shared Services implementations involving the Canadian healthcare sector. Prior to the formation of Interior Health, Chas was the CFO of one of the 18 predecessor organizations. In addition to his Canadian assignments, Chas provides subject matter and technical expertise to American clients and holds a US work visa. He has extensive experience in project management, business case development, mentoring & coaching, and public speaking, including facilitation at several international Shared Services events. Chas is a Chartered Professional Accountant, Chartered Accountant, and has a BSc Degree in Microbiology from the University of British Columbia. GRANT FARRELL Managing Director United States Tel: (408) 767-1285 grantfarrell@chazeypartners.com Grant has over 20 years of experience in finance, Shared Services and technology implementations. He has managed change programs on the back of Shared Service implementations, significantly reducing the cost base, enhancing controls and service levels. Prior to his recent assignments he was the Shared Service Controller for Interpublic. Prior to Interpublic, Grant was the European Operations director for McGraw-Hill, where he was responsible for the set-up and subsequent running of the European Shared Service Centre. Grant is well suited to strategic planning and set-up, but is equally at home focusing on daily operational issues, managing staff at all levels and ensuring a high-level of customer service. He is a recognized thought leader, holds work visas for both US and Canada, and has spoken at numerous international events, including SSC training courses in Shanghai and Kuala Lumpur. Grant is a Chartered Accountant and has a BSc Honours Degree in Engineering from the University of Nottingham.
  3. 3. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 3 Without Client Engagement There is No Shared Services Sometimes the only thing “shared” about a Shared Services Organization is the name. Is your organization set-up for really sustainable success? Learn about the four critical success factors for Shared Services, and what happens when supporting the client is not really at the heart of the operation. In this interactive workshop, we combine small group work with synergistic plenary sessions to cover the nine key components of the Client Interaction Framework. This workshop is valuable both to Shared Services organizations just planning and launching and to those more mature SSOs that want to ensure that they have this Client Interaction Framework in place. Participants will come away with an assessment tool that will enable them to review their own initiatives and develop a plan to close the gaps between their current state and leading practices.
  4. 4. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 4 Chazey Partners Profile Shared Services Concepts Critical Success Factors Client Interaction Framework (CIF) Example CIF Assessments
  5. 5. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 5 Chazey Partners Profile
  6. 6. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 6 Chazey 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 and Technology Enablement We have operationally delivered and consulted on numerous programs globally, over the last 20 years, in the US, Canada, Latin America, UK, Ireland, Continental Europe, India, Singapore, Australia, China, Middle East and Africa Our end-to-end capability offers advice, guidance and implementation expertise, covering strategy setting and business case production, program management, implementation and process optimization Who We Are · Overview
  7. 7. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 7 Who We Are · Services Portfolio FINANCE & ACCOUNTING ● HUMAN RESOURCES ● INFORMATION TECHNOLOGY ● PROCUREMENT ● TRAVEL & EXPENSES ● CONTACT CENTRES Expertise In Public Sector & Private Sector INVENTORY & LOGISTICS ● STAT & TAX COMPLIANCE ● SUPPLY CHAIN ● LEGAL SERVICES ● FACILITIES MANAGEMENT ● MARKETING BACKOFFICE BUSINESS TRANSFORMATION − SHARED SERVICES & OUTSOURCING − TECHNOLOGY ENABLEMENT − OPERATION EMPOWERMENT − CHANGE MANAGEMENT − LEAN SIX SIGMA Functional Breadth of Experience Other Supporting Services
  8. 8. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 8 Why Chazey Partners · Uniqueness Effective Diagnostics & Unique Methodology Hands-On Approach of Seasoned Practitioners Exceptional Project Payback Having “lived and breathed“ a great number of projects, we understand what it takes to be successful. Our hands-on, partnership driven, approach forms the cornerstone of our practice Independent of Other Providers Our solutions are unbiased and personalised, and are coupled with our value enriching thought-leadership Blending more than two decades of experience to create a unique diagnostic based methodology. This allows us to identify critical gaps, strength quotient, and materialize feasible opportunities Liberating budget for core services, driving highly competitive ROI, and compelling transformation timelines
  9. 9. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 9 Global Reach · Local Expertise GLOBAL REACH As one of the world’s leading niche management consultancy firms specialised in Shared Services & Outsourcing, we have offices located in nine major countries around the world, including USA, Canada, Argentina, Mexico, UK, Ireland, Cyprus, Singapore, and South Africa. LOCAL EXPERTISE Hands-on experience in 100+ countries, influenced key industry practices in diversified fields. Our Leadership Team Exemplifies The Combined Value Of Global Reach And Local Expertise
  10. 10. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 10 Who We Have Worked With OUR CLIENTS WHERE HAVE WE COME FROM
  11. 11. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 11 Shared Services Concepts
  12. 12. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 12 What Exactly is Shared Services? Shared Services …is the organisation that provides non-core Services to the “business”, employing a specialist team, geographically unconstrained, and focusing on the requirements of the internal customer/client. This involves a philosophy and approach totally unlike traditional “corporate”-driven centralisation. The goal of Shared Services is to provide high quality, non-core, but mission critical, services (which can include both repetitive common processes and more specialized professional services) to the business at lower cost and more efficiently than the business could otherwise provide for itself. Shared Services achieves cost savings and higher quality of service by leveraging organizational re-alignment, economies of scale, technology, lower cost locations, standardized end-to-end processes and best practice.
  13. 13. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 13  Remote from business  Unresponsive and inflexible  No Business/ Operational control over costs  Viewed as central overhead  Prevalence of shadow operations Centralized Challenges  Disparate processes  Multiple standards  Duplication of effort  Different control environments  High cost and costs unclear across the business  Not scalable Decentralized Challenges  Responsive to Business and Operational needs  Business/ Operations control decisions  Customized solutions to meet Business/ Operational requirements Benefits Shared  Highly client focused  Commercially driven  Service Partnership Agreements  Clear unit costs  Flexible delivery  Clear understanding of drivers and activities  Common systems and support  Consistent standards and controls  Tight control environment  Economies of scale Benefits
  14. 14. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 14 ATTRIBUTE SHARED SERVICES CENTRALIZATION Accountability Business Unit Corporate Key Performance Target Service excellence and continuous improvement Cost reduction and central control Service Partnership Agreements Widespread Rare Classification An independent unit Another corporate function Responsibility Partnership Demarcation
  15. 15. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 15 Critical Success Factors
  16. 16. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 16 Client • Service orientation in place • Structured way of dealing with customers • Customer satisfaction levels understood • SPAs in place • Reality versus perception • Account management Process • Processes documented • Standardized, controlled & repeatable activity • Recharging methodology • Benchmarking – internal/external • Metrics: Control Based; (ii) Efficiency & Effectiveness Technology • ERP implemented • Document Scanning Solution • Workflow • Automated Payments • Elimination of Side Systems • Self services tools • Automated Score Cards People • Skilled Leadership in place – do not compromise on competencies • Team shape & stability – process shaped/spans of control/staff – perm v temps • Team members – culture, values & behavioral competencies assessed • Team morale, reward & retention • Working environment conducive to team working
  17. 17. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 17 Corporatization/Centralization: • Users of service must accept corporate direction • Cost containment is prioritized over performance Transformed Shared Services: • If consumers of service are unhappy, they’ll leave • Performance is prioritized over cost containment Scenario: “Management decides to reduce the hours of their help desk for their information technology services.” What are the key drivers behind the decision? If your organization is not focused on the client, you either: Do not have Will not transformed or have transformation Shared Services for long (it will fail)
  18. 18. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 18 1. Introduce yourself at your tables 30 Seconds each Name, Role, Stage of Shared Services (planning, building, new, mature) 2. Share your biggest irritant 30 Seconds each From perspective of • Provider • Client 3. Discuss at your tables 5 Minutes Choose 2 or 3 of irritants Link back to critical success factors • Technology • Process • People • Client 4. Report out 5 Minutes Three tables will be selected to report out to room on themes Issues/concerns that you are currently problem solving
  19. 19. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 19 Without CIF • Lack clarity on who does what • “Perception versus reality” • Focus is on negative aspects of service delivery • One-way traffic without traction • Strained client relationships • Not proactive; takes effort to maintain morale • Takes emphasis away from customer service With CIF • Outward looking and proactive • Client-orientated • Deliver to pre-defined standards of service to meet agreed client needs • Accountable and measured, using metrics and KPIs • Drive cost of service towards a world-class standard • Active management of client relationships Through a formal framework: The Client Interaction Framework (CIF) distinguishes a leading practices Shared Services from a simple act of centralization and drives a spirit of partnership between the SSO, its clients, and all key stakeholders
  20. 20. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 20 The same service characterisic can be seen as an improvement or loss, It depends on your perspective To shape and influence this perspective, you need to a structured way to manage your client relationships: the Client Interaction Framework Intangibles are as Important as Tangibles What is potentially better: • Cost savings • Standardized processes • Controllership • Common system • Consistent process metrics • Accessibility and quality of information • Customer service management • Quality in the process What is potentially worse: • Slow response and recovery • Inflexibility • Risk of client working for SSO • Lost decision rights • Additional bureaucracy • Disconnection from the business • Lack of local personal support • Local desire to “touch everything”
  21. 21. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 21 • Next part of workshop covers the Client Interaction Framework and Assessment Tool • Using live examples will help explain the tool and make it more interesting • Ideal volunteers • Have an existing Shared Services Organization (SSO) • Have been in operation long enough for some big irritants to become apparent • Willing to share and talk about their experiences Irritants •Volunteers disclose their 1 or 2 big irritants CIF •We introduce the nine elements Assessment •Each element includes five yes/no questions •Score out of 5 Debrief •Chart assessment •Identify any linkages between assessment and irritants
  22. 22. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 22 Client Interaction Framework (CIF)
  23. 23. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 23 Account Management •SSO to client; via reporting, interaction, escalation & communication Client Contact Management •Client to SSO; to manage and resolve queries and drive learning/improvement Service Partnership Agreements •SPAs are 2-way agreements clarifying both SSO services and client inputs Client Feedback •Client satisfaction continuously monitored both informally and formally Continuous Improvement •Mechanisms to identify the areas for improvement and to develop solutions Process Control Database •Documents end-to-end SSO processes; highlights activity of both SSO & client Performance Measurement •Comprehensive KPIs, measures and metrics framework, SSO & client Performance Reporting •Process performance will be reviewed monthly by SSO and client Recharging Methodology •Define basis for charging for SSO services to turn consumers into clients
  24. 24. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 24 Account Management •SSO to client; via reporting, interaction, escalation & communication Client Contact Management •Client to SSO; to manage and resolve queries and drive learning/improvement Service Partnership Agreements •SPAs are 2-way agreements clarifying both SSO services and client inputs Client Feedback •Client satisfaction continuously monitored both informally and formally Continuous Improvement •Mechanisms to identify the areas for improvement and to develop solutions Process Control Database •Documents end-to-end SSO processes; highlights activity of both SSO & client Performance Measurement •Comprehensive KPIs, measures and metrics framework, SSO & client Performance Reporting •Process performance will be reviewed monthly by SSO and client Recharging Methodology •Define basis for charging for SSO services to turn consumers into clients
  25. 25. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 25 …is not involved in bulk of transactions that flow directly to SSO …acts as escalation point …acts as the “voice of the client” Responsible for Facilitating Successful Client Relationships Account Management …meets regularly with client in addition to informal and adhoc dialogue …collaborates and drives process improvement “How operations needs to support service delivery” “What service needs to be delivered” …conducts service expectation discussions Client Shared Service Account Management… Account Management …helps establish and manage Client Interaction Framework …fosters dialogue with fact-based analysis & reporting ...effectively manages transparency and process compliance
  26. 26. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 26 Your Organization’s Account Management Function is: Yes No 1. Proactive and transparent through regular client meetings, communication, and reporting 2. Formally documented in job descriptions, organization charts and agreements 3. A dedicated function with one or more full-time employees 4. Independent of service provision 5. Described by both clients and providers as effectively representing the “voice of the client” Account Management
  27. 27. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 27 Account Management •SSO to client; via reporting, interaction, escalation & communication Client Contact Management •Client to SSO; to manage and resolve queries and drive learning/improvement Service Partnership Agreements •SPAs are 2-way agreements clarifying both SSO services and client inputs Client Feedback •Client satisfaction continuously monitored both informally and formally Continuous Improvement •Mechanisms to identify the areas for improvement and to develop solutions Process Control Database •Documents end-to-end SSO processes; highlights activity of both SSO & client Performance Measurement •Comprehensive KPIs, measures and metrics framework, SSO & client Performance Reporting •Process performance will be reviewed monthly by SSO and client Recharging Methodology •Define basis for charging for SSO services to turn consumers into clients
  28. 28. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 28 Transaction Processing Call Centre Online Query Function Online Shopping Cart Purchase Cards Electronic Data Interchange Electronic Authorizations Online PortalsDirect Delivery Of Mail Client Contact Management defines how regular/daily interactions with clients are managed, how they contact the SSO to request service, and also how requests are managed to completion Client Contact Management Funnel Approach
  29. 29. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 29 Your Organization’s Client Contact Management: Yes No 1. Is designed on the funnel approach 2. Can handle multiple types (transaction, information, query) and channels of requests (web, phone, email, meetings) 3. Each request is captured, routed, acted upon, monitored and resolved 4. Is enabled through case management software and a structured telephony solution 5. Is supported by an organizational structure that separates client contact management from transaction processing Client Contact Management
  30. 30. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 30 Account Management •SSO to client; via reporting, interaction, escalation & communication Client Contact Management •Client to SSO; to manage and resolve queries and drive learning/improvement Service Partnership Agreements •SPAs are 2-way agreements clarifying both SSO services and client inputs Client Feedback •Client satisfaction continuously monitored both informally and formally Continuous Improvement •Mechanisms to identify the areas for improvement and to develop solutions Process Control Database •Documents end-to-end SSO processes; highlights activity of both SSO & client Performance Measurement •Comprehensive KPIs, measures and metrics framework, SSO & client Performance Reporting •Process performance will be reviewed monthly by SSO and client Recharging Methodology •Define basis for charging for SSO services to turn consumers into clients
  31. 31. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 31 Service Partnership Agreement Different from SLAs DirectionTypically one-way outlining SSO services & cost to client Bi-directional outlining SSO & client responsibilities in service provision Service itemsCatalogue of services that can be purchased by clients End-to-end breakdown of service by process, showing ownership (whether client, corporate or SSO) DevelopmentCan be inflexible & imposed; often presented to clients near go-live Negotiated & agreed between clients and providers; developed during Design & Build phases LanguageLegal/contractual language Includes legal/contractual language and guide to operating business KPIsSometimes Negotiated & agreed How UsedGenerally avoid invoking SLAs as use indicates contractual/legal issue SPAs used regularly to enhance understanding & drive process improvement Service Level Agreements (SLAs) Service Partnership Agreements (SPAs)
  32. 32. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 32 Your Organization’s Service Partnership Agreements : Yes No 1. Document the services, service levels, escalation procedures and process ownership 2. Are two-way agreements covering responsibilities of the provider and client, input & output KPIs, and process ownership 3. Are agreements that were negotiated and agreed with the SSO, client and Corporate 4. Are effective agreements that truly describe the actual service levels, targets and processes, and are updated regularly 5. Foster a sense of partnership and teamwork between the SSO and client Service Partnership Agreement
  33. 33. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 33 Account Management •SSO to client; via reporting, interaction, escalation & communication Client Contact Management •Client to SSO; to manage and resolve queries and drive learning/improvement Service Partnership Agreements •SPAs are 2-way agreements clarifying both SSO services and client inputs Client Feedback •Client satisfaction continuously monitored both informally and formally Continuous Improvement •Mechanisms to identify the areas for improvement and to develop solutions Process Control Database •Documents end-to-end SSO processes; highlights activity of both SSO & client Performance Measurement •Comprehensive KPIs, measures and metrics framework, SSO & client Performance Reporting •Process performance will be reviewed monthly by SSO and client Recharging Methodology •Define basis for charging for SSO services to turn consumers into clients
  34. 34. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 34 Client Feedback Communication Mechanism Regional Client Forum (monthly) Strategic Review Forum (quarterly) Internal Client Survey (bi-annual) External Client/Supplier Survey (Annual) Regular Client Calls (weekly) Be clear on your purpose/intent and use the right type of communication (remember the 3 C’s): Communication you own message, generally one-way information transfer Consultation recipient can influence/impact message, but you have veto Collaboration you do not control final result
  35. 35. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 35 Your Organization’s Client Feedback: Yes No 1. Uses multiple channels of communication, including regular calls, forums and surveys 2. Is tracked, mitigated and acted upon 3. Helps drives your continuous improvement process 4. Has a high rate of participation 5. Is an important consideration in strategic planning & reviews Client Feedback
  36. 36. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 36 Account Management •SSO to client; via reporting, interaction, escalation & communication Client Contact Management •Client to SSO; to manage and resolve queries and drive learning/improvement Service Partnership Agreements •SPAs are 2-way agreements clarifying both SSO services and client inputs Client Feedback •Client satisfaction continuously monitored both informally and formally Continuous Improvement •Mechanisms to identify the areas for improvement and to develop solutions Process Control Database •Documents end-to-end SSO processes; highlights activity of both SSO & client Performance Measurement •Comprehensive KPIs, measures and metrics framework, SSO & client Performance Reporting •Process performance will be reviewed monthly by SSO and client Recharging Methodology •Define basis for charging for SSO services to turn consumers into clients
  37. 37. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 37 Process Control Database Service Offerings List is incorporated into Service Partnership Agreement and identifies: • Respective responsibilities of SSO and Department/Corporate • Department deviations from standard services Detailed Service Offerings
  38. 38. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 38 Your Organization’s Process Control Database: Yes No 1. Provides a detailed list of service offerings 2. Indicates responsibility of SSO, client and Corporate, using table format, swim lane process flows and narrative 3. Documents any Department deviations from standard practice 4. Is included in the Service Partnership Agreement 5. Contains effective service listings that truly describe the actual services and activities, and is updated regularly Process Control Database CIF Assessment
  39. 39. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 39 Account Management •SSO to client; via reporting, interaction, escalation & communication Client Contact Management •Client to SSO; to manage and resolve queries and drive learning/improvement Service Partnership Agreements •SPAs are 2-way agreements clarifying both SSO services and client inputs Client Feedback •Client satisfaction continuously monitored both informally and formally Continuous Improvement •Mechanisms to identify the areas for improvement and to develop solutions Process Control Database •Documents end-to-end SSO processes; highlights activity of both SSO & client Performance Measurement •Comprehensive KPIs, measures and metrics framework, SSO & client Performance Reporting •Process performance will be reviewed monthly by SSO and client Recharging Methodology •Define basis for charging for SSO services to turn consumers into clients
  40. 40. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 40 Performance Measurement Performance Measurement Framework
  41. 41. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 41 Your Organization’s Performance Measurement: Yes No 1. Includes input, operational, and output KPIs 2. Links KPIs to strategic goals and cascades strategic KPIs to operational/output KPIs then to individuals KPIs 3. Was negotiated and agreed with the client and departments 4. Includes targets for current and future operations, comparisons to external benchmarks, and a process to refresh 5. Includes key exception indicators to go after exceptions/defects in processes and drive continuous improvement Performance Measurement CIF Assessment
  42. 42. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 42 Account Management •SSO to client; via reporting, interaction, escalation & communication Client Contact Management •Client to SSO; to manage and resolve queries and drive learning/improvement Service Partnership Agreements •SPAs are 2-way agreements clarifying both SSO services and client inputs Client Feedback •Client satisfaction continuously monitored both informally and formally Continuous Improvement •Mechanisms to identify the areas for improvement and to develop solutions Process Control Database •Documents end-to-end SSO processes; highlights activity of both SSO & client Performance Measurement •Comprehensive KPIs, measures and metrics framework, SSO & client Performance Reporting •Process performance will be reviewed monthly by SSO and client Recharging Methodology •Define basis for charging for SSO services to turn consumers into clients
  43. 43. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 43 Performance Reporting Monthly Reporting Contents • Achievements past period • Initiatives for next periods • Other commentary: main risks and issues, improvement activities, high-level summary of KPIs Performance Commentary • Output and inputs KPIs • Selection of operational KPIs • Department specific KPIs • Root cause and effect analysis Key Performance Indicators • Process improvement overview • Adhoc services delivered • Risks and issues • Service incidents • Backlogs Appendices
  44. 44. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 44 Your Organization’s Performance Reporting: Yes No 1. Is prepared at least monthly 2. Is distributed to providers, clients, executive and stakeholders 3. Reflects reality today and is considered an effective tool by providers, clients, executive and stakeholders 4. Is enabled by technology to minimize/eliminate manual data collection 5. Drives discussion, follow up and action Performance Reporting CIF Assessment
  45. 45. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 45 Account Management •SSO to client; via reporting, interaction, escalation & communication Client Contact Management •Client to SSO; to manage and resolve queries and drive learning/improvement Service Partnership Agreements •SPAs are 2-way agreements clarifying both SSO services and client inputs Client Feedback •Client satisfaction continuously monitored both informally and formally Continuous Improvement •Mechanisms to identify the areas for improvement and to develop solutions Process Control Database •Documents end-to-end SSO processes; highlights activity of both SSO & client Performance Measurement •Comprehensive KPIs, measures and metrics framework, SSO & client Performance Reporting •Process performance will be reviewed monthly by SSO and client Recharging Methodology •Define basis for charging for SSO services to turn consumers into clients
  46. 46. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 46 The implementation of an equitable recharging methodology to recover operating costs enables the SSO to operate as an independent business and encourages better behaviour throughout the organization 46 Recharging Methodology Influence Behavior SIMPLE Avoid very complex time collection and billing systems VISIBLE Sufficiently detailed metrics and billing so critical cost elements are understood FLEXIBLE Embed flexibility to account for variations in business requirements FAIR Ensure fairness for each client involved and SSO FOSTERS CONTINUOUS IMPROVEMENT Encourage better business practice through the chargeback mechanism Recharging methodology critical success factors: Not one-size-fits-all; consider: cost per transaction, variable cost based on complexity/non-standard service, allocation of historical, future or actual costs, initial moratorium, availability of baseline funding
  47. 47. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 47 Your Organization’s Recharging Methodology: Yes No 1. Was implemented when operations were stable 2. Exists and is applied at regular, predictable intervals. 3. Is enabled by technology to minimize/eliminate manual data collection/reporting/analysis 4. Drives positive results by linking actual behaviors of clients to the costs shown in their respective operating statements 5. Is simple, visible, flexible, and is considered fair by clients, providers, executive and stakeholders Recharging Methodology CIF Assessment
  48. 48. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 48 Account Management •SSO to client; via reporting, interaction, escalation & communication Client Contact Management •Client to SSO; to manage and resolve queries and drive learning/improvement Service Partnership Agreements •SPAs are 2-way agreements clarifying both SSO services and client inputs Client Feedback •Client satisfaction continuously monitored both informally and formally Continuous Improvement •Mechanisms to identify the areas for improvement and to develop solutions Process Control Database •Documents end-to-end SSO processes; highlights activity of both SSO & client Performance Measurement •Comprehensive KPIs, measures and metrics framework, SSO & client Performance Reporting •Process performance will be reviewed monthly by SSO and client Recharging Methodology •Define basis for charging for SSO services to turn consumers into clients
  49. 49. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 49 Continuous Improvement Driven by All CIF Elements Recharging MethodologyPerformance Reporting Performance Measurement Process Control Database Client Feedback Client Contact Management Service Partnership Agreement Account Management What issues are being escalated? Achieving targets for volumes by type? Continues to reflect reality and is effective? Captures exceptions? Any need to realign? Any complaints? Are we driving positive behaviors?Are we discussing, following up and acting? Do KPIs or targets need to be adjusted? What are our clients telling us?
  50. 50. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 50 Your Organization’s Continuous Improvement Function: Yes No 1. Is driven by feedback from multiple channels that gathers both hard and soft data 2. Formally documented in job descriptions, organization charts and agreements 3. A dedicated function with one or more full-time employees 4. Leverages a formal process that includes phases for planning, implementing and evaluating the improvement 5. Described by both clients and providers as being transparent, effective and accountable Continuous Improvement
  51. 51. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 51 Account Management •SSO to client; via reporting, interaction, escalation & communication Client Contact Management •Client to SSO; to manage and resolve queries and drive learning/improvement Service Partnership Agreements •SPAs are 2-way agreements clarifying both SSO services and client inputs Client Feedback •Client satisfaction continuously monitored both informally and formally Continuous Improvement •Mechanisms to identify the areas for improvement and to develop solutions Process Control Database •Documents end-to-end SSO processes; highlights activity of both SSO & client Performance Measurement •Comprehensive KPIs, measures and metrics framework, SSO & client Performance Reporting •Process performance will be reviewed monthly by SSO and client Recharging Methodology •Define basis for charging for SSO services to turn consumers into clients
  52. 52. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 52 Example CIF Assessments
  53. 53. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 53 0 1 2 3 4 5 Account Management Client Contact Management Service Partnership Agreements Client Feedback Continuous Improvement Process Control Database Performance Measurement Performance Reporting Recharging Methodology
  54. 54. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 54 0 0.5 1 1.5 2 2.5 3 3.5 Account Management Client Contact Management Service Partnership Agreements Client Feedback Continuous Improvement Process Control Database Performance Measurement Performance Reporting Recharging Methodology
  55. 55. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 55 0 1 2 3 4 5 Account Management Client Contact Management Service Partnership Agreements Client Feedback Continuous Improvement Process Control Database Performance Measurement Performance Reporting Recharging Methodology
  56. 56. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 56 1. Without client engagement, there is no Shared Services 2. You need a structured, proactive approach to manage the client relationship 3. Benchmark your client interaction using our free, online assessment tool at www.chazeypartners.com Leverage our Experience for Your Success
  57. 57. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 57 Got CIF? Go to www.chazeypartners.com/cif and complete the Client Interaction Framework (CIF) Self-Assessment Obtain your free report and access to resources Remember that without client engagement, there is no Shared Services
  58. 58. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 58 Contact us www.chazeypartners.com enquiries@chazeypartners.com
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×