15 Well Kept Secrets to     Shared Services SuccessThe Morning After the Day Before…            Introduced by:
BristolMyersSquibb     •     He talked about how they are now spending time undoing           all the work they had done o...
Nissan     •     How do you transfer 10 years of knowledge?     •     They shipped and fixed and in hindsight would have f...
EMI     •     When finance is territory-based it is hard to introduce a           global programme     •     Decided n shi...
Marks & Spencer     •     110 FTEs in Finance SSC and 120 FTEs in HR     •     2006 no hard KPIs and decided they weren’t ...
Areva     •     95% owned by French Government     •     2006 started Lean     •     Wanted to drive out exceptions     • ...
NHS SBS     •     They had multiple versions of the truth     •     Different rights on different systems     •     No pro...
Avis     •     Spent EUR 40 million implementing an ERP     •     Interfaces in country ‘didn’t work’     •     Shared Ser...
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15 Well Kept Secrets to Shared Services Success - Day one key take aways

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This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com.

To find out more about forthcoming conferences check http://www.sharedserviceslink.com

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15 Well Kept Secrets to Shared Services Success - Day one key take aways

  1. 1. 15 Well Kept Secrets to Shared Services SuccessThe Morning After the Day Before… Introduced by:
  2. 2. BristolMyersSquibb • He talked about how they are now spending time undoing all the work they had done over the past 10 years • Strategy is Eliminate… Automate… Offshore • E Invoicing = 95% in the US and 9% in the UK • Single instance of SAP • Used to run 10,000 reports from SAP – 3 weeks late so fairly useless. Now 120 reports delivered on time • They believe outsourcing makes your TXN processing scalable • Attrition is very high so knowledge management is key – requested 2 successors for every position • Any thing decision based will not be adopted by the BPO© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.
  3. 3. Nissan • How do you transfer 10 years of knowledge? • They shipped and fixed and in hindsight would have fixed and shipped • They didn’t base line before shipping so felt out of control • If you want cost and quality – go Captive! • Time again – have an ERP in place, standard processes and a workflow before migration • GL should not be outsourced as requires deep knowledge© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.
  4. 4. EMI • When finance is territory-based it is hard to introduce a global programme • Decided n ship and fix • Stressed the importance of excellent BPO advisors and lawyers • They didn’t tender which they believe saved them time • Don’t underestimate the cultural differences you’ll have with your BPO • They separate the ‘need a solution’ conversation from the ‘cost of that solution’ conversation© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.
  5. 5. Marks & Spencer • 110 FTEs in Finance SSC and 120 FTEs in HR • 2006 no hard KPIs and decided they weren’t really a SSC • Driver for Lean – they were receiving more business requests and needed to increase productivity • Lean is not cost based • Very process based and challenging every step in the process • Either post or return – no parking • Went from 55% PO to 90%© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.
  6. 6. Areva • 95% owned by French Government • 2006 started Lean • Wanted to drive out exceptions • If we can’t measure it we can’t improve it • Tracked the life of an invoice • Realised invoice took 15 days to reach AP • Believe in 360 degree surveys • Pilot – AP posting lead time from 22 days to 12 days© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.
  7. 7. NHS SBS • They had multiple versions of the truth • Different rights on different systems • No proper coding • Now Finance and Procurement use the same coding set • His view is that this approach to coding has given Procurement massive leverage in spend control© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.
  8. 8. Avis • Spent EUR 40 million implementing an ERP • Interfaces in country ‘didn’t work’ • Shared Services should be a corporate strategy not a finance strategy • Decided on an Accounting System rather than an ERP • Big country small country • EUR 2 million savings come from labour arbritrage • Just by talking to the customers Avis BSC customer sat increased by 9%© 2009 sharedserviceslink.com Ltd. All rights reserved. Reproduction of this document or any portionthereof without prior written consent from sharedserviceslink.com or the sources referred is forbidden.
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