Without Client Engagement There is No Shared Services

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
Canada
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.
GRANT FARRELL
Managing Director
United States
Tel: (408) 767-1285
grantfarrell@chazeypartners.com
Grant has over 20 years of experience in
finance, Shared Services and technology
implementations. He has managed change
programs on the back of Shared Service
implementations, significantly reducing the
cost base, enhancing controls and service
levels. Prior to his recent assignments he was
the Shared Service Controller for Interpublic.
Prior to Interpublic, Grant was the European
Operations director for McGraw-Hill, where he
was responsible for the set-up and subsequent
running of the European Shared Service
Centre.
Grant is well suited to strategic planning and
set-up, but is equally at home focusing on daily
operational issues, managing staff at all levels
and ensuring a high-level of customer service.
He is a recognized thought leader, holds work
visas for both US and Canada, and has spoken
at numerous international events, including
SSC training courses in Shanghai and Kuala
Lumpur.
Grant is a Chartered Accountant and has a BSc
Honours Degree in Engineering from the
University of Nottingham.

Without Client Engagement There is No Shared Services
Sometimes the only thing “shared” about a Shared Services Organization
is the name.
Is your organization set-up for really sustainable success? Learn about
the four critical success factors for Shared Services, and what happens
when supporting the client is not really at the heart of the operation.
In this interactive workshop, we combine small group work with
synergistic plenary sessions to cover the nine key components of the
Client Interaction Framework. This workshop is valuable both to Shared
Services organizations just planning and launching and to those more
mature SSOs that want to ensure that they have this Client Interaction
Framework in place.
Participants will come away with an assessment tool that will enable
them to review their own initiatives and develop a plan to close the gaps
between their current state and leading practices.

Chazey Partners Profile
Shared Services Concepts
Critical Success Factors
Client Interaction Framework (CIF)
Example CIF Assessments

Chazey Partners Profile

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 and Technology Enablement
We have operationally delivered and consulted on 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, program management,
implementation and process optimization
Who We Are · Overview

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

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, partnership driven, 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

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

Who We Have Worked With
OUR CLIENTS
WHERE HAVE WE COME FROM

Shared Services Concepts

What Exactly is Shared Services?
Shared Services
…is the organisation that provides non-core Services to the
“business”, employing a specialist team, geographically
unconstrained, and focusing on the requirements of the internal
customer/client. This involves a philosophy and approach totally
unlike traditional “corporate”-driven centralisation.
The goal of Shared Services is to provide high quality, non-core, but
mission critical, services (which can include both repetitive common
processes and more specialized professional services) to the
business at lower cost and more efficiently than the business could
otherwise provide for itself.
Shared Services achieves cost savings and higher quality of service
by leveraging organizational re-alignment, economies of scale,
technology, lower cost locations, standardized end-to-end
processes and best practice.

 Remote from
business
 Unresponsive
and inflexible
 No Business/
Operational
control over
costs
 Viewed as
central
overhead
 Prevalence of
shadow
operations
Centralized
Challenges
 Disparate
processes
 Multiple
standards
 Duplication of
effort
 Different
control
environments
 High cost and
costs unclear
across the
business
 Not scalable
Decentralized
Challenges
 Responsive
to Business
and
Operational
needs
 Business/
Operations
control
decisions
 Customized
solutions to
meet
Business/
Operational
requirements
Benefits Shared
 Highly client
focused
 Commercially
driven
 Service
Partnership
Agreements
 Clear unit costs
 Flexible
delivery
 Clear
understanding
of drivers and
activities
 Common
systems and
support
 Consistent
standards
and controls
 Tight control
environment
 Economies of
scale
Benefits

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

Critical Success Factors

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

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
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)

1. Introduce yourself at your tables
30 Seconds each
Name, Role, Stage of
Shared Services
(planning, building,
new, mature)
2. Share your biggest irritant
30 Seconds each
From perspective of
• Provider
• Client
3. Discuss at your tables
5 Minutes
Choose 2 or 3 of
irritants
Link back to critical
success factors
• Technology
• Process
• People
• Client
4. Report out
5 Minutes
Three tables will be
selected to report out
to room on themes
Issues/concerns
that you are
currently problem
solving

Without CIF
• Lack clarity on who does what
• “Perception versus reality”
• Focus is on negative aspects of
service delivery
• One-way traffic without traction
• Strained client relationships
• Not proactive; takes effort to
maintain morale
• Takes emphasis away from
customer service
With CIF
• Outward looking and proactive
• Client-orientated
• Deliver to pre-defined standards of
service to meet agreed client needs
• Accountable and measured, using
metrics and KPIs
• Drive cost of service towards a
world-class standard
• Active management of client
relationships
Through a formal framework: The Client Interaction Framework (CIF) distinguishes a
leading practices Shared Services from a simple act of centralization and drives a spirit
of partnership between the SSO, its clients, and all key stakeholders

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”

• Next part of workshop covers the Client Interaction Framework and Assessment Tool
• Using live examples will help explain the tool and make it more interesting
• Ideal volunteers
• Have an existing Shared Services Organization (SSO)
• Have been in operation long enough for some big irritants to become apparent
• Willing to share and talk about their experiences
Irritants
•Volunteers disclose
their 1 or 2 big
irritants
CIF
•We introduce the
nine elements
Assessment
•Each element
includes five yes/no
questions
•Score out of 5
Debrief
•Chart assessment
•Identify any linkages
between assessment
and irritants

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

Account
Management
communication
Client Contact
Management
Service Partnership
Agreements
and client inputs
Client
Feedback
Continuous
Improvement
Process Control
Database
Performance
Measurement
•Comprehensive
KPIs, measures and metrics
Performance
Reporting
and client
Recharging
Methodology

…is not involved in bulk of transactions
that flow directly to SSO
…acts as
escalation point
…acts as the “voice
of the client”
Responsible for Facilitating Successful
Client Relationships
Account
Management
…meets regularly with client
in addition to informal
and adhoc dialogue
…collaborates and
drives process
improvement
“How operations
needs to support
service delivery”
“What service
needs to be
delivered”
…conducts service expectation discussions
Client
Shared
Service
Account Management…
Account
Management
…helps establish and
manage Client Interaction
Framework
…fosters dialogue
with fact-based
analysis & reporting
...effectively manages
transparency and process
compliance

Your Organization’s Account Management Function is: Yes No
1. Proactive and transparent through regular client meetings,
communication, and reporting
2. Formally documented in job descriptions, organization charts
and agreements
3. A dedicated function with one or more full-time employees
4. Independent of service provision
5. Described by both clients and providers as effectively
representing the “voice of the client”
Account
Management

Account
Management
communication
Client Contact
Management
Service Partnership
Agreements
and client inputs
Client
Feedback
Continuous
Improvement
Process Control
Database
Performance
Measurement
•Comprehensive KPIs,
measures and metrics
Performance
Reporting
and client
Recharging
Methodology

Transaction Processing
Call Centre
Online
Query
Function
Online
Shopping
Cart
Purchase Cards
Electronic
Data
Interchange
Electronic
Authorizations
Online PortalsDirect Delivery
Of Mail
Client Contact Management defines how
regular/daily interactions with clients are
managed, how they contact the SSO to
request service, and also how requests are
managed to completion
Client Contact
Management Funnel Approach

Your Organization’s Client Contact Management: Yes No
1. Is designed on the funnel approach
2. Can handle multiple types (transaction, information, query)
and channels of requests (web, phone, email, meetings)
3. Each request is captured, routed, acted upon, monitored and
resolved
4. Is enabled through case management software and a
structured telephony solution
5. Is supported by an organizational structure that separates
client contact management from transaction processing
Client Contact
Management