New ways of working for HE
New Perspectives on Shared Services
Universities UK – Efficiency Exchange
14 May 2014
Meeta Tha...
Common Pitfalls
Confusing the „How‟ and the „What‟
Identified benefits not delivered – only 4 in 10 meet efficiency target...
New ways for driving success
©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without ...
5 Levers of value
©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior appro...
Driving continuous improvement
©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced withou...
Service Baseline
See the organisation from the
eyes of your customer
Growth as a driver for change
Focused insights
©MetaV...
Production Baseline
True cost of service delivery
Tells you where‟s the muscle and
where‟s the fat
Moving to the right ope...
Process
40,000 foot view
Engages frontline employees
Identifies „Quick Wins‟
©MetaValue Ltd 2014 No part of this document ...
Service Definition
©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior appr...
Production Definition
©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior a...
Process Map
©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of...
Driving success
Lead with service and customers
Separate service and production – healthy tension!
Vision for growth – „Wh...
For more information,
please visit www.metavalue.co.uk
@metavalue
Meeta Thareja
meeta.thareja@metavalue.co.uk
Suzie Campbe...
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New ways of working for Higher Education: Service, Process, Mindset, Suzie Campbell, Meeta Thareja, Co-founders, MetaValue

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New ways of working for Higher Education: Service, Process, Mindset, Suzie Campbell & Meeta Thareja, Co-founders, MetaValue

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New ways of working for Higher Education: Service, Process, Mindset, Suzie Campbell, Meeta Thareja, Co-founders, MetaValue

  1. 1. New ways of working for HE New Perspectives on Shared Services Universities UK – Efficiency Exchange 14 May 2014 Meeta Thareja & Suzie Campbell Co-founders, MetaValue ©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of MetaValue Ltd. 1
  2. 2. Common Pitfalls Confusing the „How‟ and the „What‟ Identified benefits not delivered – only 4 in 10 meet efficiency targets in 1st year* Cost savings atrophy – by 4th year 90% of costs are back at original levels* Negative service/customer impact Demoralised staff Solution not future-proof ©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of MetaValue Ltd. 2 * McKinsey: Why don’t back-office efficiency drives stick? (2010)
  3. 3. New ways for driving success ©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of MetaValue Ltd. 3 SERVICE PRODUCTION / PROCESS MINDSET
  4. 4. 5 Levers of value ©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of MetaValue Ltd. 4 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1 2 3 4 5 6 7 8 9 10 5. White Space – spare capacity for growth 4. Arbitrage – high for low input cost 3. Aggregation – standardisation 2. Process Improvement 1. Service Simplification – fit for purpose and “affordable” Year %Valuefromdayonecostbase
  5. 5. Driving continuous improvement ©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of MetaValue Ltd. 5
  6. 6. Service Baseline See the organisation from the eyes of your customer Growth as a driver for change Focused insights ©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of MetaValue Ltd. 6 Who are your customers? What services do you provide to them? At what quality? (Perception & empirical)
  7. 7. Production Baseline True cost of service delivery Tells you where‟s the muscle and where‟s the fat Moving to the right operating model ©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of MetaValue Ltd. 7 What are your resources? How are they organised? What‟s the cost?
  8. 8. Process 40,000 foot view Engages frontline employees Identifies „Quick Wins‟ ©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of MetaValue Ltd. 8 What are your key processes? What are the integration points? Where are the „Hot Spots‟?
  9. 9. Service Definition ©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of MetaValue Ltd. 9 ESTATES Residential Services Pastoral Care Catering Security Maintenance Students Staff Schools Regulators Local community Business customers “Do we have a common understanding of who our customer is? ” “What is the quality of service and how are we measuring?” “Is it the level of service the customer wants/needs?” “Who owns each customer type and service class?” “How can we standardise and simplify?” “What are the opportunities for growth?”
  10. 10. Production Definition ©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of MetaValue Ltd. 10 SUPPORT SERVICES £k IT Facilities HR Admissions Schools Staff (FTE) 55 50 20 50 200 Staff 2,200 2,000 800 2,000 8,000 Temp Staff 800 3,000 50 500 100 Environment 1,000 8,000 50 500 n/a Technology 1,500 100 10 50 n/a Third Party Suppliers 1,500 2,000 100 1,000 n/a “Do we have the right level of resources to deliver the service?” “Where are our hidden costs and capacity?” “Where are the arbitrage opportunities?” “Who is looking after each resource class and cost type?” “How do we aggregate for more efficient production ?” “What are our unit costs?”
  11. 11. Process Map ©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of MetaValue Ltd. 11 “How do Service and Production speak to each other?” “Where are the non- value add and re-work activities?” “Where are processes not/badly integrated?” “What are the agreed hotspots for improvement?”
  12. 12. Driving success Lead with service and customers Separate service and production – healthy tension! Vision for growth – „White Space‟ Tap into existing knowledge Measure where you are, where you want to go and how you‟re doing ©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of MetaValue Ltd. 12
  13. 13. For more information, please visit www.metavalue.co.uk @metavalue Meeta Thareja meeta.thareja@metavalue.co.uk Suzie Campbell suzie.campbell@metavalue.co.uk ©MetaValue Ltd 2014 No part of this document may be circulated, quoted or reproduced without prior approval of MetaValue Ltd. 13

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