Deloitte SSC Conference presentation Edinburgh

1. Jamie Davies, Finance SSC Manager,
Computacenter

2. 22 years in
Finance,
Consulting,
Coaching, SSC

3. Regional /
Functional SSCDiscreet
SSC
Multi Function
SSC
Integrated
GBS
Time
Benefits&Complexity
delivery of
discrete back
office
transactional
activity
Regional
delivery centres
typically more
than one
function
Consolidation of
multiple SSCs
into multi-
functional
strategy
Single GBS
function
integrated end to
end process
ownership
At the beginning of a new journey

4. 4
WE NEED TO THINK
DIFFERENTY ABOUT
CHANGE
TRYING TO CREATE
CHANGE TOP DOWN
AND BOTTOM UP
WHAT CAN WE
LEARN AND
TAKE AWAY

5. 5
WE NEED TO
THINK DIFFERENTY
ABOUT CHANGE
Part 1

6. SSC leaders face
complex
challenges
Virtual structures
Millennial workforce
Flux of people & Process
Belonging & Place
Crisis of Service
Paradoxical goals

7. it is impossible to predict the
outcomes of the actions people
undertake in organisations...human
beings are predictably unpredictable.
Ralph Stacey
Complexity & Management Centre
The reality of change?

8. The burdened
SSC leader
“The role of the SSC leader
can be the best job in the
world, and at times the
loneliest”

9. The muddled
middles
“I have to get involved in
everyone’s problems
otherwise nothing happens.
My manager thinks i’m not
doing enough and my team
think that I dont care. “I cant really trust my peers”

10. the victim
employees
“They make decision after
decision with no
consistency”
“They ask for our opinions
but dont do anything about
them!”
“I have no idea what they
spend all their time doing in
meetings but it makes no
difference to improving our
work”

11. Suffering
customers“They don’t deliver what I
need and when I complain I
just get another action plan
from a manager”
“It’s the same issues again
and again, we expect the
poor service now and can
find ways around it”

12. 12
TRYING TO CREATE
CHANGE TOP DOWN
AND BOTTOM UP
Part 2

13. Wanting to do
something
different

14. 14 Deloitte Shared Services, GBS & BPO Conference 2014
Leadership
Dialogue
Senior
Manager
Dialogue
Team Based
Problem
Solving
Dialogue
Front line
Manager
Dialogue
Strategic Vision & Goals
Voice of the Customer
Continuous
Improvement
Team
Coaching
Integrated approach
Top Down
Bottom Up

15. Clarifying
Can the team make sense of the
commission and translate it into creating
goals and objectives
Do we have the right members and skills?
Commissioning
Do we have a clear and unique
commission?
Do we have a shared purpose?
Do we have a coherent direction?
Co-Creating
How effectively do we work together to
allocate, share, communicate?
What behaviours are helping or hindering?
Is there shared leadership?
Connecting
Do we have a clear and compelling story?
Are we building relationships and engaging
with stakeholders
Are we engaging our employees?
Core
Learning
Adapted from Peter Hawkins – Leadership Team Coaching
ExternalInternal
People Focus
Task Focus
Top Down with team coaching

16. Purpose issues Commissioning
Do we have a clear and unique
commission?
Do we have a shared purpose?
Do we have a coherent direction?
“Just get it in” culture
Multiple stakeholders
Regional versus Divisional
No “one mind”
No overall SSC identity

17. Behaviour issues
Lack of trust in each other
Too similar skills
Competition across regions
Lack of identity
No aligned incentives
Co-Creating
How effectively do we work together to
allocate, share, communicate?
What behaviours are helping or hindering?
Is there shared leadership?

19. Integrating team coaching with CI
Top
Middle
Bottom
Customer
Provide vision &
empowerment
LEADERSHIP STANDCI STRATEGY
Use CI approach
to turn problems into projects
Coordinate effort, share
information & lead
Continually scan business
context, become shapers of
strategy, provide the VOB
Participate in daily/weekly
dialogue and performance
huddles & improvement projects
Use unique perspective
upward, downward and
sideways to
Understand how things work
and get involved in the
solutions
Engage through VOC and
Build Partnerships

20. 20
WHAT CAN WE LEARN
AND
TAKE AWAY
Part 1

21. Questions
This is for the body text

22. Why I became interested in CI
Work with the
natural social
Complexity and
dynamics of
organisational
life
In a way which creates
value and service to
the business
Time
Customer
CI
People
Cost

23. Learning
Interconnections not fixing one part at a time
Build capacity and capability not FIX a problem
Avoiding the trap of Project mentality rather than cultural change