Paul Clayton, Head of New Service Development at Procserve - Shared Services – Lessons Learnt
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Paul Clayton, Head of New Service Development at Procserve presented at CPO Event September 2014
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Paul Clayton, Head of New Service Development at Procserve - Shared Services – Lessons Learnt
- 1. Click to edit Master title style CPO Event Shared Services – Lessons Learnt Paul Clayton Head of New Service Development © Procserve Holdings L Limited. All rights reserved.
- 2. 3 Global shared services trends Added value Outsourcing? Multi-ERP environments Business functions
- 3. 4 Lesson #1 - Know why you are doing this Clear Vision and Intent Is it possible? What are you sharing? Success; what will it look like? What standards? Consequences of non-compliance? Clear business model.
- 4. 5 #2 Implementation Procurement is a part business/part transactional function. Centralise transactions within the SSO i.e. Accounts. But category mangers should be utilised locally Implement business unit by BU with as many categories as possible not 1 category across the whole org
- 5. 6 #3 Know your enemy Different organisational styles require different approaches: 1. Hierarchical command and control 2. Chaos under the brand 3. Big bit, little bits
- 6. 7 #4 Tech ROI V’s Change Management It’s not about the quality of the tech but the quality and longevity of the change. Projects often come with new technology – but don’t need to Process change should be seen as BAU Successful implementation is a long-term game (5 years plus)
- 7. 8 #5 Use the believers Communication is key - use the believers to deliver the message Anything top down will always have someone trying to stop the ‘centralist’ approach
- 8. 9 #6 Find the motive… Like all good TV cop shows, there’s always a motive why someone won’t do this. It’s not always obvious…
- 9. 10 Questions? Paul Clayton– Head of New Business Development paul.clayton@procserve.com +44(0) 203 0539831 @Procserve
Editor's Notes
- Shared services is trying to move on from pure data entry and process standardisation to more value add Outsourcing is not always being seen as the answer or ultimate goal Smart shared services organisations can cope with a multi-ERP environment (they’re having to) – their value is insight not a single platform Shared services are moving into functions more directly aligned with the business – procurement is one of these
- Clear vision and intent Is a shared service or collaboration possible and what does it mean? What are you actually sharing? What does success look like? Standards Understand and state consequences for non-compliance Clear business model
- Procurement is a part business/part transactional function: Leave specialist expertise close to the business – even if its part of the SSO (hub and spoke) - Transactional elements can (and should) be more readily centralised Implement function by function with as many categories as possible - Don’t implement one category across the whole org – change effort is too large
- Different organisational styles require different approaches: Hierarchical command and control Often the easiest as there can be a herd instinct, let them do it to themselves (turkeys can vote for Xmas) Chaos under the brand Here, everyone is special and unique – this one requires patience, be prepared to try again and again Big bit, little bits Figure out where your best bang for your buck is – this may even end up as two projects
- It’s not about the quality of the tech but the quality and longevity of the change - Shared Service projects often come bound with new technology: The technology will always be blamed and people are unusually attached to it (or use it as an excuse) Success is (mostly) never determined by the technology, it’s the change management that goes with it The most common mistake is that the project team does a deployment and disappears in a puff of smoke: Successful implementation is a long-term game (5 years plus) The project requires resourcing for years after deployment not months Change should maybe even be seen as BAU
- Communication is key - use the believers to deliver the message Anything top down will always have someone trying to stop the ‘centralist’ approach - We’re different/special - Protecting my team (aka standing in the company) Work with those bought into the project, - turn them into spokespeople and use them as ambassadors - shame the others (but you must have success for this to be effective)
- Like all good TV cop shows, there’s always a motive why someone won’t do this: It’s not always obvious and may not even be directly related to the project (the law of unintended consequences) You need to find what that is and deal with it