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The role of shared services and their incentive to BPMize
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The role of shared services and their incentive to BPMize



3rd National Shared Services Conclave

3rd National Shared Services Conclave
Govind Sankaranarayanan
CFO & COO - Corporate Affairs,
Tata Capital



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    The role of shared services and their incentive to BPMize The role of shared services and their incentive to BPMize Presentation Transcript

    • 3rd National Shared Services Conclave – Panel Session
    • Client expectations – unlikely to change! • They would generally like to pay for performance • They would also like the benefits of the skill developments to be partially passed on to them • They might not commit to significant tenors • The old question-value addition above and beyond cost arbitrage • Develop skills which companies themselves can not or will not develop.
    • These involve the HOW of process rather than WHAT of process • Companies can hire supervisory staff and can train operating staff fairly well • Times of change and complexity can sometimes make it even more important for companies to have direct control of the process • The economic environment has become more volatile leading to counter acting forces. - Companies feel need for greater control during times of change and yet know that - Good BPM / outsourcing can help manage change better.
    • Change creates opportunities for BPM • Regulation, technology, compliance • Business process management acts as an integrator of strategy, technology and people • BPM-translates hand-offs and interrelationships in a streamlined way • Managing in volatile times is a new type of competitive differentiator
    • Some new bases of competitive advantage • Companies are overwhelmed with the volume of information, often in the public domain-the right information use is a differentiator --- Google • Business processes do not always exist within the business unit but instead in partnerships with other players --Kindle readers relationships with many publications • Social media and other technology --- enables them to simulate customer and distributor behaviour • Traditional basis of advantage---position, status , deep pockets have changed and new basis need to be developed
    • Adaptability, flexibility and speed ---- is a new basis of Competitive advantage • The adaptability to manage multi company systems --“Toyotas automative supply chain Or Ebay’s complex network of sellers” such as your cars automotive supply chains and E days complex network of sellers • The ability to encourage knowledge flow, autonomy and risktaking while maintaining a level of control-this can enable decisions to be taken at the front lines based on facts • What can large companies do----list uncertainties in risks and have an initiatives for each of these act on every single this was the city initiated. • BPM it is dedicated to these competitive elements.
    • BPM helps through the following • Standardisation • Governance of innovation • Understanding of processes and automation • Identifying and mitigating risk • Avoidance of redundant activities and cost reduction • Managing transformation programmes.
    • The use of social media and analytics in the shared services context • What do shared services really share-largely information and decision support • Important for interfacing between the company and shared services teams • Social media can also provide transparency of approaches • Analytics from different types of data is hugely untapped • All this is easy to talk about and tough to do.
    • When BPM happens • There can sometimes be resistance to use of BPM due to the sheer hassle of a change process • Concurrent with a request for smooth processes are improved operations, better responsivity etc • Avoidance of hiring on rolls can provoke a focus on change processes • Constant benchmarking can encourage BPM • It is unlikely to an internal action unless they were from the very top • Philosophical question-in times of volatility and change ---is deep knowledge and judgement important- and who has this insiders have this or outsiders
    • The role of shared services and their incentive to BPMize • Increased focus on efficiencies • Shared services of different types have evolved from support to becoming centres of excellence • Better people are to be found within the shared service functions-including those who can sometimes have fairly good strategic knowledge and business understanding Such situations may discourage going outside and there could be a tendency to do it in house The challenge is really to find organisations where growth and change place pressure on shared service functions to show one can adapt and be flexible
    • Thank You 11