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June 25th 2014
Trends and Best Practices
in Global Shared Services
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 2North America | Latin America |...
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General Trends in Shared Servi...
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 6
• Data privacy and security a ...
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 7
• “Innovative outsourcing” has...
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 8
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General Trends in Shared Servi...
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Scope Expansion & Value
Creat...
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Shared Services Evolution - S...
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The Potential Scope of Shared...
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Moving Up The Value Chain
Tra...
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What Does “Multifunctional” S...
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What Are The Possible Routes ...
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A KPMG/HfS Research survey la...
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Challenges to Moving Function...
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SSOs are moving from the trad...
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Technology Enablers
Today’s E...
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BPO Trends
“Lift & Shift” rat...
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Trends and Best Practices in Global Shared Services

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The deck shows you the latest trends in Global Shared Services and Outsourcing industry and the best practices on optimizing your Shared Services performance

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Trends and Best Practices in Global Shared Services

  1. 1. June 25th 2014 Trends and Best Practices in Global Shared Services
  2. 2. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 2North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 2 Global Trends in Shared Services Critical Success Factors Client Interaction Framework Agenda Introductions How is Shared Services Evolving?
  3. 3. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 3North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 3 PHIL SEARLE CEO & Founder Global/Americas Tel: (408) 402-3008 philsearle@chazeypartners.com Phil has more than 20 years of experience in Finance, Shared Services, Technology and Outsourcing. Prior to his current role, he was Group VP and CFO of Cendant TDS International, which encompassed all areas of Finance across four continents, including Decision Support, Financial Planning & Analysis, Controllership and Financial plus certain HR Shared Services. Phil was granted O1 visa status by the US government in 2008 which resulted in him gaining accelerated Green Card status in 2009 through the “Extraordinary Ability” classification. This classification is for “ability…demonstrated by sustained national or international acclaim” and was based on Phil’s unique experience in Shared Services and Outsourcing. Phil also was issued a C10 visa by the Canadian federal government in 2010; this visa is only granted where there is “significant benefit to Canada" [R205(a) CEC C10]. Phil is a Chartered Accountant and has a BA Honors Degree in Economics from the University of Exeter. He is a member of Financial Executives International (FEI). CHAS MOORE Managing Director North America (West) Tel: (250) 469-4168 chasmoore@chazeypartners.com Chas has 19 years of experience in business leadership, management and Shared Services implementations. He leverages his extensive experience in healthcare and industry to help teams innovate effective and realistic solutions for complex industries. Prior to his recent assignments he was the Interior Health Business Support Director for Corporate Initiatives leading Shared Services implementations involving the Canadian healthcare sector. Prior to the formation of Interior Health, Chas was the CFO of one of the 18 predecessor organizations. In addition to his Canadian assignments, Chas provides subject matter and technical expertise to American clients and holds a US work visa. He has extensive experience in project management, business case development, mentoring & coaching, and public speaking, including facilitation at several international Shared Services events. Chas is a Chartered Professional Accountant, Chartered Accountant, and has a BSc Degree in Microbiology from the University of British Columbia. Introductions
  4. 4. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 4North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 4 Global Trends in Shared Services Agenda
  5. 5. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 5 General Trends in Shared Services (i) • Shared Services and Outsourcing initiatives typically result in "cost savings of 20%-50% on processes in scope” (Hfs-PWC report June 2012) • "In today's business environment, nine out of every ten enterprises have shared services and 97 percent manage outsourcing relationships". (Hfs-PWC report June 2012) • Multi-process Shared Services much more a reality today • Captive vs Outsource, On-shore vs Near-shore vs Off-shore • Continued increase in scale and up the value chain in Shared Services (e.g. O2C, Reporting, Policy) • Technology options continue to grow (e.g. document management, approvals, user self- service, ERP, open architecture, software-as-a-service, “cloud computing”, etc) • Now much more end-to-end “wing-to-wing” process focused
  6. 6. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 6 • Data privacy and security a big issue • Recession had the effect of bringing Shared Services to the Top Table. Less so outsourcing which suffered significantly over this period. But what happens next? • Politics around offshoring jobs has been an issue for years, but has not stopped the trend (captive and BPO), although slowed for a while • As well as need to manage costs and working capital, biggest concern in last couple of years has been about needing visibility and control – the “classic” centralized vs decentralized dichotomy • Multi-functional Shared Services now really starting to happen after years of this being in the textbooks • Large scale, multi-tower outsourcing simply hasn’t happened, despite what many predicted. However, there is some movement back to try to achieve this again. • Selective outsourcing (which actually never went away) is the trend General Trends in Shared Services (ii)
  7. 7. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 7 • “Innovative outsourcing” has not happened? “Lift and Shift” did. Partly due to client requirements. However, there is a new emphasis on this. • “Quick fixes” are not the solution. Right direction, adapted to each organization’s unique requirements • Global Business Services growing and developing. Also more focused on being a key support for enablement and delivery of business strategic goals • “Big data” and Data Analytics now a key “outut” from Shared Services/Business Services – feeding the business the data and information to support growth. • Ultimately this is “all about the business”. This, despite its name sometimes, is not an “industry” but more of a service delivery option – a means to an end General Trends in Shared Services (iii)
  8. 8. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 8 0% 100% %ofBaselineCosts Time Maturity 5+ years • Innovation – really customer focussed, end-to-end, six sigma processes • Automation – ERP, web-enabled, self-service, • Value – really customer focussed. Supporting achievement of business strategic goals • Scope – multi process/multi functional • Further cost reduction - unlimited opportunity through paperless, virtual service centre, global low cost alternatives, strategic outsourcing General Trends in Shared Services (iv) Phases of Shared Services
  9. 9. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 9 General Trends in Shared Services (v)
  10. 10. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 10North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 10 • 100% of the top quartile companies worldwide use Shared Services • Hackett study found that Shared Services has proven to be a business strategy for controlling costs, quality and risk. • 90% of Fortune 500 companies use Shared Services • “In today's business environment, nine out of every ten enterprises have shared services and 97 percent manage outsourcing relationships". (HfS-PWC report June 2012) • 60% of companies deliver Cost reduction greater than 35% • Savings range between 20% and 90% • Shared Services is THE key enabler for world class functional performance • Supports business transformation across all functions and processes General Trends in Shared Services (vi)
  11. 11. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 11North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 11 Shared Service Maturity: Country/Regional 0 1 2 3 4 5 6 7 8 9 10 US Canada UK Europe Latin America MaturityIndex Maturity of Shared Service Centers Private Public
  12. 12. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 12North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 12 Shared Service Maturity: Country 0 1 2 3 4 5 6 7 8 9 10 MaturityIndex Maturity of Shared Service Centers Private Public
  13. 13. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 13North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 13 Agenda How is Shared Services Evolving?
  14. 14. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 14 Scope Expansion & Value Creation Multi-Functional Shared Services Global Business Services Integrated Business Services Technology Enablers BPO Trends How Is Shared Services Evolving?
  15. 15. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 15 Shared Services Evolution - Scope Expansion
  16. 16. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 16 The Potential Scope of Shared Services FINANCE •Accounts Payable •Billing/Accounts Receivable •General Ledger •Consolidations •External Reporting •Planning and Budgeting •Treasury/Cash Management •Internal Audit •Tax •Foreign Exchange •Business Support Analysis •Financial Reporting •Project Accounting •Cost Accounting •Lockbox Services •Records Management •International Accounting HR •Payroll •Travel & Expense •Compensation Administration •Benefits Administration •Records Management •Training & Development •Relocation Services •Evaluation Planning/Review •Policies & Procedures •Labor Relations •Recruiting/New Hire On-boarding •Headcount Reporting •Succession Planning •Employee Recognition System IT •Desktop Support •Application Maintenance •Telecommunicati ons •Hardware & Software •Application Development •Data Center Operations •Standards •Technology Planning & Development •Acquisition Support •IT Security CUSTOMER SERVICE •Call Centers •Credit & Collections •Order Management •Returns Processing LEGAL/CORPO RATE AFFAIRS •Travel Services •Real Estate •Facilities/Site Services •Fleet Management •Security •Communication Services •Environment, Health & Safety •Regulatory Compliance •Public Affairs/Media Relations •Litigation Support & Coordination •Insurance •Mailroom •Grants Management •Health Clinics/Day Care Centers •Corporate Brand Compliance •Engineering •Subsidiary Management •Emergency Management PROCUREMENT SUPPLY CHAIN •Transportation & Logistics •Strategic Sourcing •Warehousing •Inventory Management •Vendor Management
  17. 17. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 17 Moving Up The Value Chain Transactional/Administrative • General Accounting • Fixed Assets • Accounts Payable • Inter-company Accounting • Billing • Collections • Accounts Receivable • T&E Management • Claims Processing Professional/Technical • Corporate Purchasing • Revenue Accounting • Statutory Accounting • Credit • Cash Management • Trade Compliance • Tax Compliance • Month-end Close Reporting Example for Finance
  18. 18. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 18 What Does “Multifunctional” Shared Services Mean? Multifunctional Shared Services
  19. 19. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 19 What Are The Possible Routes to Multifunctional? While “multifunctional” shared services has been recommended in the textbooks for decades, in reality the experience has often been single functional shared services that has been the initial way forward for many enterprises. As shared services has proved its worth in practice enterprises have often then sought to expand scope and “bolt on” additional service lines (both up the value chain and into new functions). This has seen a more “evolutionary” move to multifunctional shared services than what might be called “big bang”, although more “big bang” examples today (e.g. in Public Sector). But the pace has varied quite considerably, with some enterprises starting with a single function but then very quickly moving to a more multifunctional structure. True Multifunctional has often been supported by/reflected in the establishment of a “Global Business Services” or “GBS” function or Business Unit
  20. 20. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 20 A KPMG/HfS Research survey last year indicated that 60% of organizations with “mature operational service frameworks” are planning to move to a Global Business Services (GBS) model, while the Shared Services & Outsourcing Network’s 2013 membership survey found that the single most important future potential of Shared Services was “shifting to a GBS model.” START WITH “BUSINESS SERVICES” - THEN GO “GLOBAL” While the principles of “Global” services still have a lot in common with traditional Shared Services, GBS takes services delivery to another level by: 1. shifting to “business services”, which implies a more holistic support of the organization 2. leveraging “global” – as in capability, process ownership, delivery strategy, and footprint 3. unleashing the power of analytics Global Business Services (GBS) MULTIFUNCTION OR SINGLE FUNCTION? Hackett Group (2012 survey of SSON members) found that finance is the most common function in today’s GBS, with 84 percent of survey participants reporting that their GBS has finance services with Human Resources being the next at 45 percent of the companies surveyed.
  21. 21. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 21 Challenges to Moving Functions into a GBS Environment Challenges Inconsistent approach to customer service Attracting and maintaining key employee talent Not having common cross functional tools and approaches Functional silos for processes execution Lack of a shared center infrastructure across functions No cross- functional process management
  22. 22. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 22 SSOs are moving from the traditional shared service function based models to become independent, end-to-end service businesses. Integrated Business Services • Putting processes into the context of overall business optimization • End-to-end process ownership • Capable of handling any “unique” customer requirements within a generally very standardized end-to- end process. End-to-End Process Standardization Operational Excellence Strategic Business Support End-to-End Process Standardization Operational Excellence Integrated Business Services Traditional Shared Services Integrated Business Services
  23. 23. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 23 Technology Enablers Today’s ERP systems can build a single business platform that can leverage operational efficiency in an SSO Technology has provided for process automation, with examples including electronic invoicing, document management, workflow, automatic matching and payment allocation tools, automated reconciliations and user self-service Cloud Computing has been embraced by consumers across the globe using email and other IT services that are hosted on servers globally Social media may offer SSOs a way to increase collaboration with customers, both internally and externally Leveraging new technologies to improve SSO operations and improve customer service
  24. 24. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 24 BPO Trends “Lift & Shift” rather than “Shift & Lift” Hybrid models are becoming more commonplace with a mixture of internal Shared Services supported by third party BPO provision Re-mapping service delivery locations: • Many of the easily offshorable jobs have already gone. • Additionally the number of jobs that might have been offshored has been reduced by productivity improvements. • Cost advantage to off-shoring is trending downwards. For example, cost of employees in India was 80 percent less than USA, and it is now 30-40 percent and narrowing. • Employee turnover in the off-shoring companies has historically been quite significant, in part due to some of the work being repetitious
  25. 25. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 25North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 25 Agenda Critical Success Factors
  26. 26. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 26North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 26 Client • Service orientation in place • Structured way of dealing with customers • Customer satisfaction levels understood • SPAs in place • Reality versus perception • Account management Process • Processes documented • Standardized, controlled & repeatable activity • Recharging methodology • Benchmarking – internal/external • Metrics: Control Based; (ii) Efficiency & Effectiveness Technology • ERP implemented • Document Scanning Solution • Workflow • Automated Payments • Elimination of Side Systems • Self services tools • Automated Score Cards People • Skilled Leadership in place – do not compromise on competencies • Team shape & stability – process shaped/spans of control/staff – perm v temps • Team members – culture, values & behavioral competencies assessed • Team morale, reward & retention • Working environment conducive to team working Typical Transformation Focus: Technology & Process, sometimes on the People…but Client-focus is missing
  27. 27. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 27North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 27 Corporatization/Centralization: • Users of service must accept corporate direction • Cost containment is prioritized over performance Transformed Shared Services: • If consumers of service are unhappy, they’ll leave • Performance is prioritized over cost containment No Customer, No Transformation Scenario: “Management decides to reduce the hours of their help desk for their information technology services.” What are the key drivers behind the decision? If your organization is not focused on the client, you either: Do not have Will not transformed or have transformation Shared Services for long (it will fail)
  28. 28. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 28North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 28 The same service characterisic can be seen as an improvement or loss, It depends on your perspective To shape and influence this perspective, you need to a structured way to manage your client relationships: the Client Interaction Framework Intangibles are as Important as Tangibles What is potentially better: • Cost savings • Standardized processes • Controllership • Common system • Consistent process metrics • Accessibility and quality of information • Customer service management • Quality in the process What is potentially worse: • Slow response and recovery • Inflexibility • Risk of client working for SSO • Lost decision rights • Additional bureaucracy • Disconnection from the business • Lack of local personal support • Local desire to “touch everything”
  29. 29. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 29North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 29 Agenda Client Interaction Framework
  30. 30. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 30North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 30 Client Interaction Framework (CIF) Account Management •SSO to client; via reporting, interaction, escalation & communication Client Contact Management •Client to SSO; to manage and resolve queries and drive learning/improvement Service Partnership Agreements •SPAs are 2-way agreements clarifying both SSO services and client inputs Client Feedback •Client satisfaction continuously monitored both informally and formally Continuous Improvement •Mechanisms to identify the areas for improvement and to develop solutions Process Control Database •Documents end-to-end SSO processes; highlights activity of both SSO & client Performance Measurement •Comprehensive KPIs, measures and metrics framework, SSO & client Performance Reporting •Process performance will be reviewed monthly by SSO and client Recharging Methodology •Define basis for charging for SSO services to turn consumers into clients
  31. 31. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 31North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 31 About Chazey Partners…
  32. 32. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 32North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2013 32 Chazey Partners is a practitioners-led global management advisory business. We bring together a unique wealth of experience, empowering our clients to strive for world class excellence through Business Transformation, Shared Services & Outsourcing, Technology Enablement, Process Enhancement and Corporate Strategy Optimization We have operationally delivered and consulted numerous programs globally, over the last 20 years, in the US, Canada, Latin America, UK, Ireland, Continental Europe, India, Singapore, Australia, China, Middle East and Africa Our end-to-end capability offers advice, guidance and implementation expertise, covering strategy setting and business case production, to programs management, implementation and process optimization Who We Are · Overview
  33. 33. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 33North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2013 33 Who We Are · Services Portfolio FINANCE & ACCOUNTING ● HUMAN RESOURCES ● INFORMATION TECHNOLOGY ● PROCUREMENT ● TRAVEL & EXPENSES ● CONTACT CENTRES Expertise In Public Sector & Private Sector INVENTORY & LOGISTICS ● STAT & TAX COMPLIANCE ● SUPPLY CHAIN ● LEGAL SERVICES ● FACILITIES MANAGEMENT ● MARKETING BACKOFFICE BUSINESS TRANSFORMATION − SHARED SERVICES & OUTSOURCING − TECHNOLOGY ENABLEMENT − OPERATION EMPOWERMENT − CHANGE MANAGEMENT − LEAN SIX SIGMA Functional Breadth of Experience Other Supporting Services
  34. 34. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 34North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2013 34 Why Chazey Partners · Uniqueness Effective Diagnostics & Unique Methodology Hands-On Approach of Seasoned Practitioners Exceptional Project Payback Having “lived and breathed“ a great number of projects, we understand what it takes to be successful. Our hands-on approach forms the cornerstone of our practice Independent of Other Providers Our solutions are unbiased and personalised, and are coupled with our value enriching thought-leadership Blending more than two decades of experience to create a unique diagnostic based methodology. This allows us to identify critical gaps, strength quotient, and materialize feasible opportunities Liberating budget for core services, driving highly competitive ROI, and compelling transformation timelines
  35. 35. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 35North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2013 35 Global Reach · Local Expertise GLOBAL REACH As one of the world’s leading niche management consultancy firms specialised in Shared Services & Outsourcing, we have offices located in nine major countries around the world, including USA, Canada, Argentina, Mexico, UK, Ireland, Cyprus, Singapore, and South Africa. LOCAL EXPERTISE Hands-on experience in 100+ countries, influenced key industry practices in diversified fields. Our Leadership Team Exemplifies The Combined Value Of Global Reach And Local Expertise
  36. 36. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 36North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2013 36 Who We Have Worked With OUR CLIENTS WHERE HAVE WE COME FROM
  37. 37. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 37North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 37 Leverage Our Experience for Your Success
  38. 38. North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 38North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 38 Contact us www.chazeypartners.com enquiries@chazeypartners.com

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