Haven’t    we already    innovated by adopting    shared services     ?2
So why is the    industry still   talking                     about              innovation3
It appears        we are                 looking for    something                      more !!!4
Can we find the    Holy Grail        of innovation?5
Or are we    kidding    ourselves6
Is it even possible given that the mission    of shared services is to provide    control, consistency    and manage risk7
Or is it all down to the way we   approach    innovation8
Is Tom Peters right?9
Maybe      we don’t have a      good… or     common…     definition…10
Is it merely process     improvement, doing more of     what we already do only     better, faster and cheaper     and und...
Or should it result in     fundamental disruption     of the way we work12
13
14
Perhaps it’s time to ask ourselves why     shared services isn’t a   hotbed of     innovation          .15
Look what we have going for us           Purview across the enterprise           Laboratory for business change        ...
But good shared     services delivery is     defined by   NO!17
   No uncertainty! — Manage risk        No disruption! — Maintain control        No noise! — Keep stakeholders happy   ...
Not a recipe for     out of the box     thinking19
… which   deters innovation20
   Fear of unintended consequences        Unimaginative approach to talent        Control freakiness        First rate...
Barriers to innovation     start the day we design shared services22
 When we map processes… then only tweak them      When we take skills templates… then replicate them      When we say w...
No                        No                       Be a slave                                                to 6 SIGMA   ...
So what can we do about it?
So you want to beinnovative!!!                    {
How do you get     started27
First, understand     what innovation means for you     personally28
Moving out of your comfort zone Being willingto fail … in an organization that accepts failure embracing ambiguity        ...
clean sheet     Then take out a     of paper and list what     shared services could     look like30
   Self service! (Most) everything is done on the web        Virtual Shared services centers go the way of the dinosaurs...
 Data-based, not data bases Workflow delivers insights      Big sucking sound Navigators suck data from disparate source...
Develop a     Roadmap33
Stages in a Shared Services Innovation Roadmap                                      Incremental Improvement               ...
You get the innovation you plan for          Modest         Moderate                 Major           80%             70%  ...
Rethink your     organization36
Team of Rock Stars           Flat           Deviant           Entrepreneurial           In-a-hurry           Dis-”loy...
Change your   mindset38
It starts with you         Connect the dots in new ways         Create a shared services experience – design a vision fo...
40
Yes                                 No    Depth of experience               Hide bound by deal SLAs    Commercial      ...
Deborah Kops              deborah.kops@sourcingchange.com     What’s     Your     Vision                                  ...
The Change Up--Can We Achieve Innovation Through Shared Services?
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The Change Up--Can We Achieve Innovation Through Shared Services?

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Presentation challenging audience to understand the limitations upon innovation when implementing shared services

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The Change Up--Can We Achieve Innovation Through Shared Services?

  1. 1. Haven’t we already innovated by adopting shared services ?2
  2. 2. So why is the industry still talking about innovation3
  3. 3. It appears we are looking for something more !!!4
  4. 4. Can we find the Holy Grail of innovation?5
  5. 5. Or are we kidding ourselves6
  6. 6. Is it even possible given that the mission of shared services is to provide control, consistency and manage risk7
  7. 7. Or is it all down to the way we approach innovation8
  8. 8. Is Tom Peters right?9
  9. 9. Maybe we don’t have a good… or common… definition…10
  10. 10. Is it merely process improvement, doing more of what we already do only better, faster and cheaper and under one umbrella11
  11. 11. Or should it result in fundamental disruption of the way we work12
  12. 12. 13
  13. 13. 14
  14. 14. Perhaps it’s time to ask ourselves why shared services isn’t a hotbed of innovation .15
  15. 15. Look what we have going for us  Purview across the enterprise  Laboratory for business change  “Captive” market  Low expectations beyond cost reduction  Limited competition from providers with their own challenges delivering innovation16
  16. 16. But good shared services delivery is defined by NO!17
  17. 17.  No uncertainty! — Manage risk  No disruption! — Maintain control  No noise! — Keep stakeholders happy  No customization! — Standardize  No red on the dashboard! — Meet service levels  No investment! — Do more with less  No new/different talent — Deploy what you have  No change! — There’s comfort in continuity  No mandate — Make it happen on your own18
  18. 18. Not a recipe for out of the box thinking19
  19. 19. … which deters innovation20
  20. 20.  Fear of unintended consequences  Unimaginative approach to talent  Control freakiness  First rate technology with second rate application  Obsession with managing every risk imaginable  Inability to think outside the box  Slavery to customer satisfaction  Lack of scale and scope  Rigid and intransigent service level agreements  The approach aka “all things to all people”21
  21. 21. Barriers to innovation start the day we design shared services22
  22. 22.  When we map processes… then only tweak them  When we take skills templates… then replicate them  When we say we need new capabilities… then make rewarding loyalty the basis for hiring in the new organization  When we aim to create enterprise value… then sell our customers on the same, better, faster and cheaper  When we decide the customer rules… then force them to accept a one size fits all  When we say it’s all about the customer experience… then hide behind service levels  When we say we want dramatic change… then strive for zero defects23
  23. 23. No No Be a slave to 6 SIGMA No No No { Better, Faster, What’s aStart Shared Services CheaperHere leader to do?
  24. 24. So what can we do about it?
  25. 25. So you want to beinnovative!!! {
  26. 26. How do you get started27
  27. 27. First, understand what innovation means for you personally28
  28. 28. Moving out of your comfort zone Being willingto fail … in an organization that accepts failure embracing ambiguity Focusing on customer success not satisfaction IMAGINING Accepting less than zero defects Risking Your career Obsessing about change Employing misfits Destroying rank Thinking out of the box29
  29. 29. clean sheet Then take out a of paper and list what shared services could look like30
  30. 30.  Self service! (Most) everything is done on the web  Virtual Shared services centers go the way of the dinosaurs  Never satisfied customers Customers always demand change  Team of rock stars Talent is entrepreneurial  Technology first, then people Organization is designed based on apps, not FTEs31
  31. 31.  Data-based, not data bases Workflow delivers insights  Big sucking sound Navigators suck data from disparate sources  New relationships Manufacturers and retailers combine their accounts payable  Social media-savvy Twitter or Chatter messages advise customers of payment  Seat at the table Shared services leaders at the top of the house32
  32. 32. Develop a Roadmap33
  33. 33. Stages in a Shared Services Innovation Roadmap Incremental Improvement 1 Seizing the opportunity to make existing functions/processes the best they can be through simplification, new technologyApplied InnovationLooking across the portfolio of 2processes to apply improvementsto other functions/processes Disruptive Innovation 3 Redefine the relationships between functions/ processes and their stakeholders/ customers34
  34. 34. You get the innovation you plan for Modest Moderate Major 80% 70% 40% 18% 20% 45% 2% 10% 15% Incremental Applied Disruptive35
  35. 35. Rethink your organization36
  36. 36. Team of Rock Stars  Flat  Deviant  Entrepreneurial  In-a-hurry  Dis-”loyal”  From the outside  Unusual backgrounds  Tech-savvy  Inter-generational37
  37. 37. Change your mindset38
  38. 38. It starts with you  Connect the dots in new ways  Create a shared services experience – design a vision for new business delivery, rather than build a better mousetrap  Promote customer success rather than customer satisfaction  Embrace technology  Say what you stand for – create a shared services brand with a vision  Earn the right to charge for your outcomes  Temper your expectations of career security39
  39. 39. 40
  40. 40. Yes No  Depth of experience  Hide bound by deal SLAs  Commercial  Factory approach  Scale to leverage investment  Falling margins limiting  Key to marketplace investment differentiation  Not attractive to innovative talent  Greater agility  Lack of integration with the  Ability to create aligned business compensation models  Client resistance to gain-sharing  Focus on rules-based work41
  41. 41. Deborah Kops deborah.kops@sourcingchange.com What’s Your Vision Thank you42

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