Presentation winning strategies for shared services in the public sectorChazey Partners
Phil Searle, Founder and CEO of Chazey Partners, shared his view on what it takes shared services to be successful in the public sector. In this presentation, he has also highlighted the very essential basics of shared services and analyzed the lessons that he has learned through the years' of implementation in the public sector.
Due to economic uncertainty many businesses are seeking to become more efficient while maintaining quality and service. Transitioning to a shared service model is at a fever pitch. Here are ten steps to a successful shared service center implementation.
A solid business case provides the foundation for implementing a successful shared services organization. This is the first session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we covered the elements of a good business case including examining current costs, projecting costs and savings based on your future design, and conducting sensitivity analysis to understand possible outcomes. This presentation provides detailed guidelines and lessons learned for developing a sound business case.
For more information, please visit www.scottmadden.com.
Presentation winning strategies for shared services in the public sectorChazey Partners
Phil Searle, Founder and CEO of Chazey Partners, shared his view on what it takes shared services to be successful in the public sector. In this presentation, he has also highlighted the very essential basics of shared services and analyzed the lessons that he has learned through the years' of implementation in the public sector.
Due to economic uncertainty many businesses are seeking to become more efficient while maintaining quality and service. Transitioning to a shared service model is at a fever pitch. Here are ten steps to a successful shared service center implementation.
A solid business case provides the foundation for implementing a successful shared services organization. This is the first session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we covered the elements of a good business case including examining current costs, projecting costs and savings based on your future design, and conducting sensitivity analysis to understand possible outcomes. This presentation provides detailed guidelines and lessons learned for developing a sound business case.
For more information, please visit www.scottmadden.com.
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
Design a Robust Shared Services Governance FrameworkChazey Partners
As SSCs evolve, what is increasingly clear is that if the business doesn’t do its part, then Shared Services hasn’t got a chance. This has given “governance” a completely new role and responsibility, as it establishes joint accountability between the business and the Shared Services. Governance makes real shared services happen. To download the article, click the link below: http://bit.ly/1ESICBy
Evolution of Shared Services - IAOP 6 February 2013Stuart Snowden
Presented at the IAOP Sydney meeting Feb. '13. An overview developed by Accenture of the evolution of Shared Services. It talks to
- geographic, Operating Model and Organisation trends;
- characteristics of the different models
- sourcing models
- High performance characteristics
A solid business case provides the foundation for implementing a successful shared services organization. This is the first session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we covered the elements of a good business case including examining current costs, projecting costs and savings based on your future design, and conducting sensitivity analysis to understand possible outcomes. This presentation provides detailed guidelines and lessons learned for developing a sound business case.
For more information, please visit www.scottmadden.com.
The Common Challenges of Common Practices: Tips for Effectively Moving to a S...eprentise
Moving to a shared services model reduces costs and optimizes performance, but taking the right steps is necessary for a successful outcome. Explore the initiatives and challenges of a common chart of accounts and calendar for companies moving toward enterprise-wide shared service center operations. We will focus on how standardizing the data streamlines business processes, eliminates silos and facilitates the new functionality of Release 12. Case studies that discuss best practices and impact will be shared.
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
Shared services - A Strategic Cost Management PlatformSanjay Chaudhuri
Shared Services Platform (as self defining as it can be) promotes the idea of 'sharing' within an organization or group or may also be provided as 3rd party SBU services.
Creating a Single point of contact for all service deliveries, enabling Cost effective solutions, leverage Automation, optimize workforce and the Speed to fulfillment is the key to success of such organizations.
More and more companies are moving to such platforms and the success rate is very high.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
The Service Catalog is not a Request Portal. The terms are often used interchangeably due to lack of knowledge, which can cause confusion for IT and IT's customers.
Over the past year, Evergreen conducted dozens of one-day Service Catalog workshops around the U.S. Attended by more than 500 people, a recurring theme we noted was that many attendees thought they had a Service Catalog, when in fact they actually had a Request Portal.
IT needs to increase its focus on 3 important areas:
Delivering services customers want and need
Better alignment with the needs of the business
Cost transparency to give visibility to the cost of services
Learn more and access the webinar recording at:
http://www.evergreensys.com/it-webinars-whitepapers-evergreen-systems
#servicecatalog #itsm #servicenow #itservicecatalog
How to build the business case for Service CatalogAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=321
Faced with continued cost pressures, as well as growing business unit demand for new services and higher service levels, IT is about to make transformation. IT is having to align their services with the needs of the business, develop standardized process and improve overall internal customer satisfaction. Arguably the most important tool to deliver these demands is the Service Catalog.
Shared Services Models... What's Right for Your OrganizationDeborah Kops
Most organizations pursue a shared services model because it's fashionable, or because a consultant told them to. But without interpreting the implications of business context, organizational reality and the current state of the shared services journey. enterprises can try to push a square peg into a round hole. Take a gander at the very first predictive model for shared services design!
Business Process Automation and Data Processing WorkflowsMarlon Dumas
Presentation on Business Process Management Systems and Data Processing Workflow Systems delivered at the Italian Statistics Institute (IStat), 3 May 2018.
Trends and Best Practices in Global Shared ServicesChazey Partners
The deck shows you the latest trends in Global Shared Services and Outsourcing industry and the best practices on optimizing your Shared Services performance
This HR Shared Services video tells the story of how Kellogg successfully transformed their HR service delivery and exceeded expectations using a HR shared services model. Kellogg was able to add value to employees and the business alike, considerably increase customer response and satisfaction measures, improve operating margins, provide standardized/compliant HR answers and increase adoption rates among employees and managers on a global basis. Learn how advances in HR technology, notably including SaaS, made deploying a new model for HR service delivery via HR Shared Services a reality for 35,000 active/retired employees and their dependents across 13 countries and 4 languages.
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
Design a Robust Shared Services Governance FrameworkChazey Partners
As SSCs evolve, what is increasingly clear is that if the business doesn’t do its part, then Shared Services hasn’t got a chance. This has given “governance” a completely new role and responsibility, as it establishes joint accountability between the business and the Shared Services. Governance makes real shared services happen. To download the article, click the link below: http://bit.ly/1ESICBy
Evolution of Shared Services - IAOP 6 February 2013Stuart Snowden
Presented at the IAOP Sydney meeting Feb. '13. An overview developed by Accenture of the evolution of Shared Services. It talks to
- geographic, Operating Model and Organisation trends;
- characteristics of the different models
- sourcing models
- High performance characteristics
A solid business case provides the foundation for implementing a successful shared services organization. This is the first session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we covered the elements of a good business case including examining current costs, projecting costs and savings based on your future design, and conducting sensitivity analysis to understand possible outcomes. This presentation provides detailed guidelines and lessons learned for developing a sound business case.
For more information, please visit www.scottmadden.com.
The Common Challenges of Common Practices: Tips for Effectively Moving to a S...eprentise
Moving to a shared services model reduces costs and optimizes performance, but taking the right steps is necessary for a successful outcome. Explore the initiatives and challenges of a common chart of accounts and calendar for companies moving toward enterprise-wide shared service center operations. We will focus on how standardizing the data streamlines business processes, eliminates silos and facilitates the new functionality of Release 12. Case studies that discuss best practices and impact will be shared.
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
Shared services - A Strategic Cost Management PlatformSanjay Chaudhuri
Shared Services Platform (as self defining as it can be) promotes the idea of 'sharing' within an organization or group or may also be provided as 3rd party SBU services.
Creating a Single point of contact for all service deliveries, enabling Cost effective solutions, leverage Automation, optimize workforce and the Speed to fulfillment is the key to success of such organizations.
More and more companies are moving to such platforms and the success rate is very high.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
The Service Catalog is not a Request Portal. The terms are often used interchangeably due to lack of knowledge, which can cause confusion for IT and IT's customers.
Over the past year, Evergreen conducted dozens of one-day Service Catalog workshops around the U.S. Attended by more than 500 people, a recurring theme we noted was that many attendees thought they had a Service Catalog, when in fact they actually had a Request Portal.
IT needs to increase its focus on 3 important areas:
Delivering services customers want and need
Better alignment with the needs of the business
Cost transparency to give visibility to the cost of services
Learn more and access the webinar recording at:
http://www.evergreensys.com/it-webinars-whitepapers-evergreen-systems
#servicecatalog #itsm #servicenow #itservicecatalog
How to build the business case for Service CatalogAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=321
Faced with continued cost pressures, as well as growing business unit demand for new services and higher service levels, IT is about to make transformation. IT is having to align their services with the needs of the business, develop standardized process and improve overall internal customer satisfaction. Arguably the most important tool to deliver these demands is the Service Catalog.
Shared Services Models... What's Right for Your OrganizationDeborah Kops
Most organizations pursue a shared services model because it's fashionable, or because a consultant told them to. But without interpreting the implications of business context, organizational reality and the current state of the shared services journey. enterprises can try to push a square peg into a round hole. Take a gander at the very first predictive model for shared services design!
Business Process Automation and Data Processing WorkflowsMarlon Dumas
Presentation on Business Process Management Systems and Data Processing Workflow Systems delivered at the Italian Statistics Institute (IStat), 3 May 2018.
Trends and Best Practices in Global Shared ServicesChazey Partners
The deck shows you the latest trends in Global Shared Services and Outsourcing industry and the best practices on optimizing your Shared Services performance
This HR Shared Services video tells the story of how Kellogg successfully transformed their HR service delivery and exceeded expectations using a HR shared services model. Kellogg was able to add value to employees and the business alike, considerably increase customer response and satisfaction measures, improve operating margins, provide standardized/compliant HR answers and increase adoption rates among employees and managers on a global basis. Learn how advances in HR technology, notably including SaaS, made deploying a new model for HR service delivery via HR Shared Services a reality for 35,000 active/retired employees and their dependents across 13 countries and 4 languages.
Multi-function Shared Services center - an emerging trendZinnov
Shared services organizations are built on a foundation of reducing cost, promoting efficiencies and, ultimately, in achieving high performance. The evolution curve demonstrates that the shared services model has come a long way from the 70s when the focus was on centralizing non-core business processes to the current model of a portfolio approach based on establishing multi-shore, multi-delivery operations with best in breed solution offering. A variety of business functions are currently being outsourced/globalized with IT, F&A and HRO achieving significant maturity. In terms of locations, Indian cities (Bangalore, NCR and Pune) lead the way as the preferred destinations for most of the F&A, HRO and Inside Sales souring. Locations in Eastern Europe and Latin America offer viable alternatives.
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
Call Contact Centers Y Centros De Servicios Compartidos En MadridAbanlex
El informe elaborado por Abanlex Abogados analiza por primera vez en Madrid el estado general del sector del call/contact center, prestando especial atención a los factores que facilitan o dificultan la entrada de empresas del sector en Madrid. Así mismo, se han examinado los sectores principales de actividad de call/contact center, las condiciones de contratación de nuevos profesionales y las preferencias idiomáticas de las empresas del sector, entre otros.
How to create shared services for your overseas operations, achieve critical mass, segregation of duties and become sox compliant and growth ready without adding one single headcount.
Improve Efficiency, Compliance and Productivity Through Finance Transformatio...Perficient, Inc.
The role of corporate finance in financial services firms has expanded as the demands for balancing growth, regulatory compliance and risk management increase. Firms must be able to improve visibility, insight and control over financial performance, and this can be done through technology-enabled transformation.
In this webinar, our expert discussed the strategic vision and components of finance transformation that will help your enterprise to identify gains in operational efficiency, improve forecasting and reporting, reduce risk, and optimize the strategic functions of the finance organization.
We covered:
-Demand and drivers for finance change
-Key components of the finance operating model
-Prioritization of value creation opportunities
-Approach for improving financial reporting processes
-Solution architecture to deliver meaningful insights to the business
Sustainable success hinges on satisfied clients. But this involves more than putting your staff through client service training and asking them to "play nice". The solution is to channel your services and interaction through a well-structured Client Interaction Framework. It’s not that complicated! Mastering Shared Services client satisfaction through a comprehensive framework.
Rapid Benefits of Alternative Shared Services Models - 3.10.2016Chazey Partners
Chazey Partners was invited to present a session titled “Raped Benefits of Alternative Shared Services Models” at the 2016 Washington-ASMC National Capital Region in Washington D.C. on March 10, 2016. Phil Searle, Founder and CEO of Chazey Partners, educated attendees on the trends and benefits of Shared Services in the public and private sectors. The presentation also examined multiple case studies and some alternative models of implementation used before concluding with a list of “Tips and Tricks” for a successful Shared Services implementation.
Most organizations have accepted the need for a performance metrics framework. While these metrics are considered a necessity and often demand significant resources, many organizations are producing metrics reports that are not demonstrating value and do not seem to influence decision-making. This PDF document explores the key concepts, best practices and lessons learned from our years of public sector experience and other case studies. You will learn how to:
• Establish or rebuild your metrics framework
• Implement metrics that are S.M.A.R.T (Specific, Measurable, Achievable, Relevant and Time-bound)
• Identify what metrics your internal clients care and how to engage them
• Drive relevance and performance from your metrics reporting
Modernizing Your Finance Team With TechnologyWorkiva
This slideshow explores what modern finance is and what it takes to get your team there. To find out more, visit workiva.com/solutions/financial-reporting
Accenture’s 2014 High Performance Finance Research shows that CFOs are concentrating on cost-effectively serving a worldwide consumer base while reducing operational spend.
For more information view us on www.accenture.com/ConsumerGoods
David Beard
CRM Evangelist - Sage CRM Solutions
"With over 10 years involvement in business analyst & project management roles for a variety of companies in the IT, telecommunications & banking sectors, David brings a wealth of experience in helping companies define what a customer means and how best to interact - across both cultural & systemic contexts"
Fail to prepare, prepare to fail: implementing ERP and CRM systemsSageukofficial
David Beard, from the business software company Sage UK, looks at market place trends driving the thoughts of software vendors. He then considers why businesses often fail to realise the measurable benefits from ERP and CRM software implementations and what they can do to widen, and thus, improve their approach.
Implementing Anti-Money Laundering and Know Your Customer Managed Services So...accenture
The financial services industry is experiencing increased scrutiny, prompting institutions to rapidly evolve their AML and KYC programs. Many firms are struggling to expand their operations accordingly, and addressing these issues calls for new approaches, including adapting a managed services model for AML and KYC functions. This presentation also covers how robotic process automation (RPA) opportunities for AML/KYC functions. For more on a managed services approach on AML and KYC, visit: http://bit.ly/2czFJ1U
Robotic Process Automation End-to-End Implementation RoadmapChazey Partners
RPA is a software solution, commonly referred to as “bots”, which mimic or automate tasks normally performed by humans interacting with data between systems. In common definitions RPA essentially comes down to removing human beings from operations that are repetitive evaluations requiring rules based decision criteria. Whereas automation addresses high volume repetitive tasks, RPA is the next step to include decision making under a controlled set of parameters. Like with other transformations, business leaders should adopt a structured framework with clear, tangible benefits and correctly defined expectations before embarking on an RPA journey. This Robotic Process Automation handbook offers you a clear, structured framework with which to launch and implement your RPA program. It ensures the technology is integrated well within existing systems and business operations and empowers your business to be future ready with dynamic adjustment of processes along your automation journey.
Intelligent Automation process selection workshop 101Chazey Partners
How to assess opportunities for functions across the business, and identify low-hanging fruits. How to identify what you "should" automate, rather than what you "can". Assessing whether to hit the ground running with an imperfect solution, or wait and go with a more robust solutions. Choosing a process for a PoC/Pilot. Identifying the quick and easy wins...
3 Key Aspects to Shared Services OptimizationChazey Partners
When considering moving further down the path of shared services, we recommend exploring 3 key aspects of shared services optimization – Assessment, Optimization and Growing.
Analyzing Your Shared Services Customer Service Delivery & Ensure Customer Sa...Chazey Partners
The best way to service your customers is to listen to their needs and feedback on a continual basis. If you do not understand your customer, you simply cannot service them per their expectations. If their needs aren’t met, your business relationship with them will suffer. This presentation will cover such topics as:
How to measure your customer’s expectations so you can supply them with the services they require; Customer service surveys and scorecards to establish customer-centric service deliveries; How to create a Customer Service culture that puts the customer first & foremost without exception, day in and day out; Data analytics tools that can provide the answers you need to better service your customers
Mastering the Critical Components to Effective Change Management 2016Chazey Partners
Regardless of where your organization may be on the maturity spectrum of Shared Services, change is a constant, and the ability to manage change as part of your day-to-day operations is crucial. It is essential to ensure not only successful transformation, but the refinements and the continuous improvement afterwards that furthers the benefits of Shared Services and facilitates future growth.
During this workshop we demystify change management and employee engagement techniques by exploring practical applications, tools and latest practices. This presentation help you to:
· Learn how to enable on-going change for sustainable support and business results
· Manage cultural changes while keeping employees engaged/motivated
· Understand cross-cultural considerations in managing expectations
· Master ongoing communication that is relevant and resonates with stakeholders and employees
· Gain an improved understanding of change management
· Receive practical tools or ideas that can be implemented after the conference
Shared Services in Higher Education: conceps, clients, consumers and stakehol...Chazey Partners
As part of the sessions at the 2016 California Public Higher Education Collaborative Business Conference, the presentation covers why Shared Services has become such an important part of your toolkit for delivering improved “back office” services to support your institution’s core mission. It explains why the true meaning of the words “shared” and “services” is so important. It also defines and distinguishes between “clients”, “consumers” and “stakeholders”.
El modelo de servicios compartidos ha demostrado ser un modelo altamente eficaz para la provisión de servicios de back office de mayor calidad, menor costo y mejor control. Sin embargo, existen muchas organizaciones que aún no consiguen operar de manera óptima. Únete a nosotros en este taller para explorar algunas de las lecciones que hemos aprendido a partir de diversas implementaciones en todo el mundo y obtener ideas para un rendimiento eficiente de tu organización de servicios compartidos.
The 7 Habits of Highly Effective Shared Service CentersChazey Partners
While the Shared Services model has several examples of success at delivering higher quality, lower cost, and improved control, many implementations still don’t perform at expected levels. This presentation explores some of the lessons we have learned from implementations around the world and provides ideas and tips for an optimal performance of your Shared Services Organization.
City of Houston Case Study: the Power of HR TransformationChazey Partners
The City of Houston's HR Director, Omar Reid, has a veritable success story on his hands, having transformed a decentralized, inefficient HR function into a Shared Services that is today the pride of the City. This article introduces the “burning platform” that drove the HR transformation and takes us through its three core phases.
Leveraging Enterprise-Wide HR Shared Services in Higher EducationChazey Partners
As a Higher Education institute, how do you truly engage Shared Services as a new way of working? In 2015, Chazey Partners was engaged by UCSF to assess its HR Shared Services performance and we thereafter put together a compelling case study on how University of California San Francisco (UCSF) meets its growth projections while supporting enterprise-wide payroll integration through Shared Services.
Critical Components of Effective Change ManagementChazey Partners
Regardless of where your organization may be on the maturity spectrum of shared services, change is a constant, and the ability to manage change as part of your day-to-day operations is crucial to ensure the cultural transformation needed for execution and growth.
Change Management Initiatives That Ensure Smooth Program Transition and Deliv...Chazey Partners
Developing and managing clear-cut, yet flexible change management program initiatives is essential to your Shared Services center’s short and long-term success.
By establishing strategic partnerships that encourage optimal communication and understanding between your faculty, departments, and stakeholders, change management can be effectively managed. By attending this session, you will learn how to:
Develop and maintain a flexible approach toward your change management programs – so to ensure continual improvement
Create the proper messaging, based upon your audience type and how to ensure message consistency
Develop and implement change management programs that will engage and excite your very diverse workforce
Incorporate a positive work environment that enhances work productivity and efficiency
Shared Services in Higher Education: Trends, Case Studies & Best PracticesChazey Partners
This presentation from Chazey Partners' CEO and Founder, Phil Searle, and North America Managing Director West, Chas Moore focuses on the increasing use and optimization of Shared Services by higher education organizations and how to truly engage this way of working to drive better performance and enhance the student experience. Through the review of trends and recent case studies, the unique obstacles faced by colleges and universities were identified and analyzed.
Why shared services for the higher education, but why not?Chazey Partners
Dr Andrew Rothwell and Ian Herbert of Loughborough University's Centre for Global Sourcing and Services question Chazey’s David O'Sullivan on the transformation that institutes of Higher Education are undergoing in the UK.
7 pointers to building a robust shared services business caseChazey Partners
While it’s tempting to rush into Shared Services as the brainchild of senior executives, a business case will protect you from inevitable changes at the top and at the same time provide a vehicle to achieve senior level buy-in. You really can’t afford to skip this stage.
Case Study on New Shared Services Feasibility Study and MigrationChazey Partners
If you plan to shift processes out of the business and into a new SSC you better be prepared. Pre-planning is vital, and clearly correlates with a better outcome. Find out how to evaluate an SSO’s impact and choose a migration plan that suits your output targets. To download the case study, click the link below: http://www.chazeypartners.com/sites/default/files/Case%20study%20New%20Shared%20Services%20Feasibility%20Study%20and%20Migration.pdf
Over the past decade, a combination of new providers, technology, and capabilities have made global payroll administration a possibility – at least conceptually. The key stumbling block in this debate is the perceived need, on the one hand, for tailored services that are compliant with local regulations, and on the other hand standardization for cost reasons. So, where does that leave payroll?
3 Key Factors to Effective Change Management in Shared ServicesChazey Partners
Change is a constant – in fact, it's often a simple matter of survival. But the best-laid transition plans can and will fail if you overlook the "how" and the "when". Our six-step methodology of effective Shared Services Change Management will keep you on track, as long as you remember three key factors…
What Can an Automotive Products Manufacturer, a US Federal Government Agency, and an Indian Insurance Giant Tell You about Change Management? Quite a lot, judging by the scars they all bear. We asked them why they believe some Shared Services or Business Transformation projects fail, what mistakes they have made, and what they would do differently if they had another chance. It all boils down to Change Management: how it's planned, communicated, and managed. Think it's easy? Read on ...
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
HR touches every aspect of operations and is valued as a critical enabler of business strategy. However, it still struggles with being weighed down by administrative tasks and not having enough bandwidth to drive the kind of added value business operations increasingly demand. As organizations complement a push towards more efficient processes with deploying more effective talent solutions, HR is as much under the spotlight as any other function. This article shares tips on how to structure your HR so that it has a real impact on successful business outcomes.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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The 7 Lessons Learned of Highly Effective Shared Services
1. (with apologies to Stephen R. Covey)
BC Financial Healthcare Professionals Society
2013 Conference| October 1, 2013 | Vancouver, BC
North America | Latin America | Europe | Middle East | Asia-Pacific
2. Who We Are
Definitions & Trends
Lessons Learned
2
North America | Latin America | Europe | Middle East | Asia-Pacific
3. Global Offices
Flexible Resource Model
Presentation handout is appended with
more information on Chazey Partners
3
North America | Latin America | Europe | Middle East | Asia-Pacific
4. 4
North America | Latin America | Europe | Middle East | Asia-Pacific
5. What is the
back office?
5
North America | Latin America | Europe | Middle East | Asia-Pacific
6. Decentralized
Challenges
Disparate
processes
Duplication of
effort
Different
control
environments
High cost and
costs unclear
across the
business
Not scalable
Shared
Benefits
Multiple
standards
Centralized
Responsive
to Business
and
Operational
needs
Business/
Operations
control
decisions
Customized
solutions to
meet
Business/
Operational
requirements
Highly client
focused
Commercially
driven
Service
Partnership
Agreements
Flexible
delivery
Clear
understanding
of drivers and
activities
Common
systems and
support
Consistent
standards
and controls
Economies of
scale
Challenges
Remote from
business
Unresponsive
and inflexible
No Business/
Operational
control over
costs
Viewed as
central
overhead
Prevalence of
shadow
operations
Tight control
environment
Clear unit costs
Benefits
6
North America | Latin America | Europe | Middle East | Asia-Pacific
7. Attribute
Shared Services
Centralization
Accountability
Business Unit
Corporate
Key Performance
Target
Service excellence
and continuous
improvement
Cost reduction and
central control
Service Partnership
Agreements
Widespread
Rare
Classification
An independent unit
Another corporate
function
Responsibility
Partnership
Demarcation
7
North America | Latin America | Europe | Middle East | Asia-Pacific
8. Shared Services is the organization that…
Employs a
specialist team
Geographically
unconstrained
Clientfocused
Providing services that are…
High quality
Non-core
High efficiency
Lower cost
Mission
critical
Repetitive or
professional
Achieve by leveraging…
Organizational
realignment
Technology
Best Practices
Standardization
8
North America | Latin America | Europe | Middle East | Asia-Pacific
10. Shared Services Concept started in mid 1980’s. Concept initially driven by
private sector multinationals
Shared Services and Outsourcing initiatives typically result in "cost savings of
20%-50% on processes in scope” (Hfs-PWC report June 2011)
"In today's business environment, nine out of every ten enterprises have
shared services and 97 percent manage outsourcing relationships". (HfsPWC report June 2011)
Mainly Finance driven early on in Europe/HR driven in North America
Captive vs Outsource, On-shore vs Near-shore vs Off-shore Now much more
end-to-end process focused
Continued increase in scale and up the value chain in Shared Services (e.g.
O2C, Reporting, Policy
Very important now in the Public Sector – how to reduce deficits while not
impacting front line services.
Economic recession of 2008 has led to austerity agenda today in public sector:
Shared Services is moving from opportunity to necessity
10
North America | Latin America | Europe | Middle East | Asia-Pacific
11. Technology options continue to grow (e.g. document management,
approvals, user self service, ERP, “cloud computing”, etc)
Politics around offshoring jobs has been an issue for years, but has not
stopped the trend (captive and BPO), although slowed for a while
Multi-functional Shared Services now really starting to happen after years
of this being in the textbooks
Large scale, multi-tower outsourcing not very common, despite what
many predicted.
Selective outsourcing (which actually never went away) is more the
trend “Innovative outsourcing” has not yet happened. Lift and shift
did. Partly due to client requirements.
Across all industry sectors the trend is towards shared services, hybrid
shared services organizations with some outsourcing, and
multifunctional shared services
11
North America | Latin America | Europe | Middle East | Asia-Pacific
16. Work step
BASELINE &
BENCHMARK
AS-IS
DESIGN, BUSINESS
CASE,
RECOMMENDATION
Proposed
Complete best Practice
diagnostics
Establish detailed plan,
timelines, key deliverables
etc. for this stage
Review and catalogue any
existing process & sub
processes
High level process design
Review output from work to
date
Review a catalogue technology
landscape
Initial Communications
Key Activities
Carry out multiple site visits and
workshops
Complete Activity based
Analysis
Project kick off &
mobilisation
Review and update baseline
Calculations
Opportunity Matrix
Business Case Evaluation
High level org design
Location
Recommendations(s)
Service delivery
framework
Recommend Governance
Framework
Define high level KPIs and
Metrics
Implementation Plan
Finalise stakeholders interviews
Develop high level
operating model
Change management Plan
Identification of next steps
Key
Deliverables
Review existing reporting tools
Complete Further
Finalise Technology
and mechanisms
Stakeholder interviews
assessment
0 to 2 weeks
2 to 4 weeks
4 to 5 weeks
Checkpoints with key stakeholders:
Project Board
Steering Group
Current State
Analysis:
Summary of Key
Findings & Gap
Analysis
North America | Latin America | Europe | Middle East | Asia-Pacific
Operating Model :
To Be Processes
& Organisational
Design
5 to 6 weeks
Recommendation,
Business Case &
Implementation
16
Plan
17. Observations
Leading Practice
As-Is (4.0)
Considered finance function, not part of procurement
Manual invoices
All payments in through single SAP ERP
Accounts payable responsibility centralized
Weekly cheque runs plus ad hoc
No statistical review of small invoices
Manual cheques infrequent
Achieve 50% of available vendor discounts
EFT not used
To-Be (8.0)
Achieve leading practices except:
Continue with manual invoices (initially no funding
for document management/scanning solution)
EFT only possible for 30% of vendors
Is part of an end-to-end purchase-to-pay process with
front end transactional processes designed to
minimize own stream error correction
Scan and route 100% of invoices when received by
accounts payable processing center
Process all payments through a single system.
Centralized accounts payable responsibilities across
the organization
Optimize number of check runs each month.
Review 100% of large dollar invoices and statistically
sample the remainder
Eliminate manual cheque request generation.
Maximize vendor discounts
Utilize EFT for payment to eliminate use of paper
cheques
Current
0
2
Future
4
6
Diagnostic Rating Scale:
North America | Latin
• | Leading Practice is not adopted
America 1 =Europe | Middle East
•
8
10
Score in Range 1-4
| Asia-Pacific
10 = Leading Practice is adopted in full
Score in Range 5-7
Score in Range 8-10
17
19. Account
Management
Client Contact
Management
Service Partnership
Agreements
• CSO to client; via reporting,
interaction, escalation &
communication
• Client to CSO; to manage
and resolve queries and
drive learning/improvement
• SPAs are 2-way agreements
clarifying both CSO services
and client inputs
Client Feedback
Continuous
Improvement
Process Control
Database
• Client satisfaction
continuously monitored
both informally and formally
• Mechanisms to identify the
areas for improvement and
to develop solutions
• Documents end-to-end CSO
processes; highlights activity
of both CSO & client
Performance
Measurement
Performance
Reporting
Recharging
Methodology
• Comprehensive KPIs,
measures and metrics
framework, CSO & client
• Process performance will be
reviewed monthly by CSO
and client
• Define basis for charging for
CSO services to turn
consumers into clients
North America | Latin America | Europe | Middle East | Asia-Pacific
19
22. Type of Activity
Characteristics
Transactional & • Results more quantifiable
Administrative • Processes benefit greatly from standardization,
•
•
Professional &
Technical
•
•
•
•
Policy &
Strategic
•
•
•
Examples
automation and technology
Clear linkage between effort and results
(outputs generally experienced in short-term)
Generally not client-facing
•
•
•
•
•
•
Accounts payable
Payroll
IT service desk
Fleet management
Facilities management
Mailroom
Results are more qualitative
Standardization, automation and technology
have less of an impact
Relationship between effort and results is not
as clear (medium-term perspective)
Generally requires interaction with client
•
•
•
•
•
•
Procurement advisory
Recruiting/staffing
IT applications
Health & safety
Space planning
End user training
Distant relationship between effort and results
(long-term perspective)
Standardization, automation and technology
are not significant factors
Clear linkage to strategic goals of organization
•
•
Signing authority policy
Business & strategic
planning
22
North America | Latin America | Europe | Middle East | Asia-Pacific
26. We provide advice, guidance, support and implementation
expertise, covering strategy setting, business case production,
program management, outsourcing assessment, process
optimization, technology enablement, training and change
management.
Our functional breadth of experience includes the “big four” of HR,
Finance, IT and Procurement, plus other support services such as
Facilities, Real Estate, Legal, Communications, etc.
Example clients include Coca Cola Hellenic, Coca Cola Enterprises,
Government of New Brunswick, Agrium, May Gurney, Gilead
Sciences, Interior Health, Northern Health, Lawrence Berkeley
Laboratory, FormFactor, National University of Ireland, Bridgestone,
Gerdau, and many others.
Because we are passionate business people and Shared Service
practitioners, we care about your success and deliver solutions
relevant to your organization.
26
North America | Latin America | Europe | Middle East | Asia-Pacific
27. We have serviced a great variety of clients across many industries and countries,
covering Shared Services and Outsourcing, Business Transformation and Technology
Enablement.
Due to the unique nature of working within the Public Sector and with Non-Profits, we
wanted to specifically highlight the following organizations and experience below:
New Brunswick Internal Services Agency, New Brunswick, Canada
Lawrence Berkeley National Laboratory, Berkeley, California
Interior Health and Northern Health, British Columbia, Canada
Stanford University
University College Galway in Ireland, Ireland
The World Wildlife Fund
The International Baccalaureate
National Health Services (NHS), UK
Health Service Executive (Ireland)
Non-Departmental Public Bodies (NDPBs)
Ministry of Defense (MOD)
South Yuba River Citizens League
Outsourced Services to Local Authorities
North America | Latin America | Europe | Middle East | Asia-Pacific
27
28. Phil Searle, Grant Farrell, Chas Moore and Janey Jux have chaired, arranged,
presented at and facilitated workshops at a number of Public Sector Shared
Services events, including the following:
•
Shared Services in the Public Sector at the Queen Elizabeth II Conference
Centre in London
•
Chaired, presented at and help organize the Shared Services and Outsourcing
Network‘s first North American Public Sector shared Services Conference, held
in Chicago in November 2011
•
Presented at and helped organize the Shared Services and Outsourcing
Network’s second North American Public Sector Shared Services Conference,
held in Chicago in November 2012
•
Delivered a master class at the “Managing Change – Transforming the Public
Sector” conference at the Barbican Centre, London 2011
•
Chaired and presented at the 2012 “Power of Collaboration” conference for
financial professionals in BC Healthcare at Vancouver, Canada
North America | Latin America | Europe | Middle East | Asia-Pacific
28
29. Public Sector Shared Services and “Collaboration vs. Sharing”. Phil Searle, CEO Chazey Partners
What might be the Impact of the 2012 Presidential Election on Shared Services and Outsourcing in
the US Public Sector? Phil Searle, CEO Chazey Partners
Are you getting the SPA treatment? Chas Moore, Managing Director, Canada
From front to back office. Grant Farrell, Managing Director, United States
Proactively managing your stakeholders. Janey Jux, Head of EMEA Public Sector Practice
Make or Buy Decision. Phil Searle, CEO Chazey Partners
What are Shared Services Best Practices? Phil Searle, CEO Chazey Partners
When is Shared Services not really Shared Services? Janey Jux, Head EMEA Public Sector Practice
Business Continuity Planning. Grant Farrell, Managing Director, United States
Client Relationship Management Framework. Grant Farrell, Managing Director, United States
Deploying Shared Services. Grant Farrell, Managing Director, United States
Developing the Business Case. Chas Moore, Managing Director, Canada
Shared Services Optimization. Phil Searle, CEO Chazey Partners
Technology Enablement. Grant Farrell, Managing Director, United States
North America | Latin America | Europe | Middle East | Asia-Pacific
29
30. Chazey Partners’ Profile • What We Do
Business Transformation
We help clients to transform their
support functions to realise
significant benefits (lower costs,
optimised working capital and
improved performance) through
best practice process development
and roll out of optimal organisation,
support and delivery structures.
Functional scope covering Finance,
HR, IT and Procurement
Identify and target opportunities,
and produce powerful business
cases to reflect the opportunity and
gain organisational buy in
Implement and support approved
transformation initiatives rapidly to
drive maximum ROI
Effective acquisition integration and
business divestitures
Powerful project and change
management, focussing on delivery
and outcomes
Shared Services
Planning for, resourcing and
implementing global and regional
Shared Service Organisations (SSOs)
covering a wide ranges of functions
and processes including offshore
solutions
Turning round sub optimal or failing
SSOs
Statutory and Fiscal compliance
delivered by SSOs for multiple
countries and legal jurisdictions
Independent of any outsourcing
providers, we offer impartial
sourcing advice and support
covering both internal and external
options, to ensure that the best
solutions for your business are
found
Training and development for
Shared Service practitioners and
Shared Service customers
Technology Enablement
Implement and optimise ERP and
other technology enablement
solutions to maximise return on
investment and in quick time.
Focussing on needs and value to the
business, we view technology as an
enabler and not an end in itself.
Resource technology projects to
enhance chance of success through
an optimal mix of IT, Business
Systems Analysts, Business Process
Integration, Business Process
Owners, and Users
State of the art additional
technology enablement where
required
Effective training and support
Experience includes SAP, Oracle, JD
Edwards, BAAN, Siebel, Peoplesoft,
COINS and many others
30
North America | Latin America | Europe | Middle East | Asia-Pacific
31. Chas Moore
Managing Director, Chazey Partners Canada
chasmoore@chazeypartners.com
Mobile: 250-469-4168
Toll-Free: 1-855-5-SHARED
Janet Garland
Associate, Chazey Partners Canada
janetgarland@chazeypartners.com
Mobile: 250-762-2501
Toll-Free: 1-855-5-SHARED
North America | Latin America | Europe | Middle East | Asia-Pacific
Editor's Notes
Established 8 years ago in early 2006Global consulting firm based out of the United KingdomOffices in Canada, US, Mexico, Argentina, UK, Ireland, Cyprus and SingaporeDynamic firm made of people who have “lived and breathed” shared services, business transformation and technology implementationsFor a significant number of years and range of industriesWe use a flexible resource model, matching external resources with internal team membersBoth full-time and staff and sub-contractorsFacilitates buy-in and knowledge transferEnables a sustainable solutionKeeps consulting costs lowApproach is uniqueIndependent of any outsourcing providers, so can offer impartial sourcing advice and support
Questions for discussion:What are the functions?How does it differ from “Front Office”Different Types of Public Sector EntitiesAre there significant differences in Back Office functions?Centralization or Shared Services?Mission Critical, non-core activities
In the United States the President’s Management Agenda directs federal agencies to fulfill goals with maximum efficiency. The US office of Management and Budget (OMB) issued directives advised turning to shared services to meet these directives. Australia and New Zealand have Shared Services operating at the federal and local government levels. For example, Auckland Health Board consolidated back-office function that supports major hospitals.In Mexico, the Ministries of Public Service, Agrarian Reform and of Agriculture, Livestock, Rural Development, Fisheries and Food joined in a program in mid-2009 for the implementation of a Shared Service Centre that included the redesign of processes and the development a GRP (Government Resource Planning - ERP for Government) that will support all in scope processes. UK Home Office and the UK Ministry of Justice are saving budget through their Shared Service Programs. The Home Office has reported savings of £13m per annum and Ministry of Justice reports £20m per annum. In the UK up to 40% of local authorities (in 2011) were bringing forward their plans to move to a shared model. At the end of 2011, 219 councils across the country were engaged in 143 shared service arrangements resulting in £156.5 million of efficiency savings.US large Federal Agencies that have either completed or are in the process of creating shared services include the United States Post Office and the National Aeronautics and Space Administration (NASA). NASA is saving more than $12 million per year in back office services in order to move funding to mission-critical space exploration.The US Department of Heath and Human Services (DHHS) Shared Services “Program Support Center” (PSC) provides support services to all components of the U.S. Department of Health and Human Services (HHS) and other Federal government agencies worldwide. PSC has a broad range of nearly 60 services and products, which include: administrative operations, health resources, information technology support, financial management, and strategic acquisitionsThe National Business Center of the Department of Transportation (DOT) is providing IT services to the DOT and other federal agencies. The U.S. Department of Agriculture’s National Finance Center (NFC) in New Orleans, La., has implemented shared services to streamline the provision of payroll and human resources for 60,000 government employees in 174 civilian agencies.The Government of Ontario launched its IT transformation initiative in 1998. It reports that at maturity it saves $100 million annually, representing 10% of the total IT spending, and between 20–25% of IT infrastructure spending. The Government of British Columbia began its IT consolidation in 2002 and has reduced its data centers from over 100 to 2 in 2011. It further reports that energy costs are expected to be 50% lower.The Government of Australia has developed a data centre strategy to consolidate data centers, which support over a hundred agencies, from 2010 to 2025. Anticipates avoiding $1 billion in future costsThe Government in Ireland is actively pursuing Shared Services for the Public Sector, as outlined in its Public Sector Reform White Paper, November 2011
10 years ago needed to explain what Shared Services isThere have been several good, bad and ugly examples in the meantimeSome of the best examples of Shared Services do not have Shared Services in their name – eg. New Brunswick Internal Services Agency, BC Public Service AgencySome high profile initiatives with Shared Services in their name have nothing shared about them (rebranding of centralization initiatives)The term Shared Services now comes with baggageSeeing other terms: Common Services, Business Services, Internal Services
If you are on a personal journey of discovery, you may decide to take a random trip and see where it leaves youThis is not a recipe for a success transformation in businessYou need a flight plan, or in other words, a business caseThe business caseProvides the economic justification and overall change rationaleDescribes the recommended future state and high-level implementation plan Has two key purposes:1) Achieve executive buy-in and program sign-off to advance to Design, Build and Deploy phases2) Act as an essential control mechanism for the entire project upon which its success will be measured and evaluatedThe activities and deliverables in a leading practices business case are provided on the next slide
No Customer, No Shared ServicesNeed to identify your customer, both internal and externalWant customers, not consumersNeed to define and measure customer satisfactionThe way the customer interacts with the process will transform as wellAdapt rather than adoptSelf-serviceTechnology and automationNeed to measure both input and output KPIs to drive continuous improvementGarbage in, garbage outIf there is a problem with the process, need to understand input/customer roleImplement 9 elements of Customer Interaction Framework
We have all heard about the importance of Change Management and Communications for a projectOne doesn’t fully appreciate the importance until it isn’t there when you need itA powerful analogy I heard was about providing air cover for your team that is on the groundGood change management and communications allows your team to get on with the transformation and detailed workWithout it, the stakeholders will be putting up barriers, disengaging, and causing problems for the teamThe team will spend time explaining themselves, justifying methodology and otherwise doing change management on an ad hoc basisYou need to invest in change management and start it before the teams arrive onsiteCommunications is a critical part of change managementEmail is a necessary evil, but email is not communicationNothing replaces face-to-face discussion, whether one-on-one with key stakeholders or in larger workshop sessionsYou need a clear purposeIf it takes multiple slides to explain your purpose, you do not have oneAll team members need to have the standardized elevator speech ready
Need a manageable scope to reduce risk and complexityThe standard approach is to look at services in three categories:Transactional & AdministrativeProfessional & TechnicalPolicy & StrategyCategories share similar characteristics in terms of job classifications, interaction with client, and the impact of standardization, automation and technologyThe lowest risk approach is to start with Transactional & Administrative servicesFoundation for the business; if not working business stops: cannot pay staff, no cash flow, unable to pay vendorsUntil optimized, cannot properly assess professional & technical as these value-added services are caught up in transactional issuesEasier to manage the downstream impact while stabilizing, providing time to prove new modelTrack record of success in public and private sector based on starting with transactional & administrativeBenefits most from automation, standardization & technologyOnce stabilize Transactional & Administrative: consider moving up the value chain into Professional & Technical Services
Structure can be an enabler or barrierImportant to put transformation in organization that can operate independently with its own budget authoritySeparate transformation from ongoing operations until new CSO is ready to take overClean start that doesn’t weigh down CSO with existing structural issues (eg. non-standardized job descriptions)More control on who goes into new organizationClear baseline to enable reporting on results of transformationClear accountabilities to enable transformationEnable culture changeProvides more permanence and resilience to subsequent structural changesGovernance and structure can be designed to accommodate changes in scopeOther structure considerationsCo-locate staffMake initiative high profile and mandatoryDesign on end-to-end processes and break down silosGet control of the budgetWe’ll talk about the GNB Case Study, as it is a good example on how structure was an enabler
We are often put into a situation where we are assigned to a project and told to get on with itYou do not have to do it alone, in fact you are making your life a lot hard if you doFind the internal change agents in your organizationLiaise with those with institutional knowledgeConsider bringing in outside helpShared Services is not a core public sector skillRisk that will do more of the sameLeverage of experience, capacity and independence of consultantsIf you do use consultants, ensure that they are focused on knowledge transferExternal consultants should be matched with internal teamWorking together on the deliverablesImproved buy-inEnsure that solution reflects your environment and is not simply their standard, prescribed approachSustainable solution that lasts after consultants have left