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Integrated
Business Services
CFO Event,
London – Heathrow
October 23, 2013
For almost 30 years, the shared services model has proven to be
a successful concept for enterprise effectiveness
Costs down, efficiency up
Recent Statistics
• More than 80% leverage
finance Shared Services
• 52% of finance activities
are delivered out of GBS
• 74% of GBS organizations
are multi-function
• 34% of GBS companies
report YOY cost savings
>10%
• Up to 7000 people and
counting- GBS
organizations are growing
Mid-1980s

Mid-1990s

Copyright © 2013 Accenture All rights reserved.

Mid-2000s

2
But effectiveness in the back-office does not guarantee success
for the enterprise
Globalization

Changing Consumer
Behavior

Corporate Challenges

Rapid
Digitalization

Copyright © 2013 Accenture All rights reserved.

• Global Agility &
Flexibility
• Competitive
Differentiation
• Client & Value
Focused Culture
• Control, Transparency
& Insight
• Future of Work

Revenue / Cost
Optimization Pressure

3
Integrated Business Services (IBS) is the next evolution of Shared
Services and can help to address many new business challenges

Discrete
Shared Services
Geo 1 Geo 2

Multi-Function
Shared Services

Geo 3

Geo 1

FIN

FIN

FIN

Geo 2 Geo 3

FIN

FIN

Global
Business Services
Global

Integrated
Business Services
Global

Source to Pay

Customer Services
Supplier Services

HR

HR

HR

Order to Cash

HR

Employee Services
Financial Services

IT

IT

IT

Hire to Retire

Analytic Services

Business Impact of Each Model on the Enterprise

Model Type:

Discrete

Multi-function

Global Business

Integrated Business

Process Transformation
OpEx Reduction
Capital Efficiency
Risk Mitigation
Revenue Growth
Copyright © 2013 Accenture All rights reserved.

4
As the name implies, it’s all about «integration» to help support a
new global business strategy

1

End-to-End

2

Functions and processes

3

Service delivery

4

Sourcing

5

IBS strategy

integration between the back-, mid- and front-office

integrated

integrated

integrated

cross-functions to enable global strategies

with strategic partners to realize optimal expertise and cost

integrated

Copyright © 2013 Accenture All rights reserved.

into client meaningful services

into the C-Suite to achieve sustainability

5
Financially, IBS is designed to address revenue and margin
enhancing activities while still improving traditional cost areas
Impact of Traditional Shared
Services on the P&L

Impact of Integrated Business
Services on the P&L
Direct Enabler of the
Business Strategy

Revenue

Revenue
Optimized Marketing Costs

Sales &
Marketing

SG&A

Sales &
Revenue
Marketing
Back Office Cost Savings
for Traditional Functions

SG&A

Enhanced Back Office
Cost Savings
Optimized Material Costs

COGS
COGS
Improved spend control
and policy adherence
Reduce Operational Costs
Grow Top Line Revenue

Copyright © 2013 Accenture All rights reserved.

6
Based on what IBS can deliver, it can become a strategic and
competitive element of a company’s business model
CEO

Regions

Operating Units

IBS

Corporate Functions

Operational management
of the business and
external customer

Innovation and product
or service development

Deliver integrated
support and valueenabling services

Strategy and policy

Efficiency Engine

Business Enabler

Growth Platform

• Cost avoidance for new markets
• End-to-End process and service
management
• Delivers continuous improvement
• Provide the glue for the entire
operating model

• Service and customer oriented
• Measures achieving business
objectives
• Shared responsibility for business
outcomes
• Enhanced career paths and talent
pools

• Ongoing scope innovation
• Service and solution innovation
• “Plug & play” for new markets and
acquisitions
• React quickly to transformations
• Location and souring neutral

Copyright © 2013 Accenture All rights reserved.

7
With its strategic importance and enterprise wide reach setting up
and running IBS operations is not an easy task
Truly global operations

High speed of change

Fast payback periods

High know-how standards

Cash Flow neutral
Global Hub
Regional Spoke
Local Satellite

Strong control & transparency
Copyright © 2013 Accenture All rights reserved.

Fast scalability of large
organisations

Innovation and
continuous Improvement
8
IBS hybrid delivery models can optimize the benefits of captive
and outsourcing solutions…
SSC
Global scale

Hybrid

BPO

variable

variable/fix

fix

Return

Scope of Service
Scalability
Control & Transparency
Speed of Change
Cash Flow neutral
Price
Continuous Improvement

…and can significantly reduce the risk in building and running an
IBS organsiation and can help to ensure continous innovation
Copyright © 2013 Accenture All rights reserved.
As in the past, Finance will continue to play a leading role in helping
companies evolve... this time to Integrated Business Services
Success Factors in the Evolution
Mid-1980s

Today
Solid long term vision
IBS Lead
Continuous support
from the entire Board

Global
Customer Services
Supplier Services

Pick carefully your first
battles for success

Finance Services
Employee Services

Acknowledge and plan
for “re-imaging” of your
existing SSO
Ensure IBS leadership
team includes leaders
from the business

Analytics Services

Service Innovation
Global Service Owners
Integrated Delivery Network
Integrated Service Management

Track, measure, and
communicate !!!
Copyright © 2013 Accenture All rights reserved.

10
And we are just at the beginning of innovative services delivered
out of Integrated Business Services organisations
Life Sciences

Consumer Goods

• Product launch services

• Digital content and web sales

• Intelligent customer,
intermediary and patient
support

• Global trade promotions and
image management

• Pharmacovigilence and
clinical study support

• Strategic and tactical sourcing

Seeds & Crop Protection
• Advanced sales, service and
educational solutions for field
sales force

• Virtual in-store stock planning

Transportation & Logistics
• Quotes and order taking
• Route planning and booking

• Strategic sourcing

• Tracking and exceptions
handling

• Process development
and R&D collaboration

• Cargo document management

Copyright © 2013 Accenture All rights reserved.

11
Integrated Business Services will dramatically change the way
corporations operate…..
…and time will tell what this will look like in the future

Thank you for your attention !
Copyright © 2013 Accenture All rights reserved.

12

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Dr. Christian Campagna, Managing Partner at Accenture - Integrated Business Services - Benefits of a pioneering hybrid delivery model

  • 1. Integrated Business Services CFO Event, London – Heathrow October 23, 2013
  • 2. For almost 30 years, the shared services model has proven to be a successful concept for enterprise effectiveness Costs down, efficiency up Recent Statistics • More than 80% leverage finance Shared Services • 52% of finance activities are delivered out of GBS • 74% of GBS organizations are multi-function • 34% of GBS companies report YOY cost savings >10% • Up to 7000 people and counting- GBS organizations are growing Mid-1980s Mid-1990s Copyright © 2013 Accenture All rights reserved. Mid-2000s 2
  • 3. But effectiveness in the back-office does not guarantee success for the enterprise Globalization Changing Consumer Behavior Corporate Challenges Rapid Digitalization Copyright © 2013 Accenture All rights reserved. • Global Agility & Flexibility • Competitive Differentiation • Client & Value Focused Culture • Control, Transparency & Insight • Future of Work Revenue / Cost Optimization Pressure 3
  • 4. Integrated Business Services (IBS) is the next evolution of Shared Services and can help to address many new business challenges Discrete Shared Services Geo 1 Geo 2 Multi-Function Shared Services Geo 3 Geo 1 FIN FIN FIN Geo 2 Geo 3 FIN FIN Global Business Services Global Integrated Business Services Global Source to Pay Customer Services Supplier Services HR HR HR Order to Cash HR Employee Services Financial Services IT IT IT Hire to Retire Analytic Services Business Impact of Each Model on the Enterprise Model Type: Discrete Multi-function Global Business Integrated Business Process Transformation OpEx Reduction Capital Efficiency Risk Mitigation Revenue Growth Copyright © 2013 Accenture All rights reserved. 4
  • 5. As the name implies, it’s all about «integration» to help support a new global business strategy 1 End-to-End 2 Functions and processes 3 Service delivery 4 Sourcing 5 IBS strategy integration between the back-, mid- and front-office integrated integrated integrated cross-functions to enable global strategies with strategic partners to realize optimal expertise and cost integrated Copyright © 2013 Accenture All rights reserved. into client meaningful services into the C-Suite to achieve sustainability 5
  • 6. Financially, IBS is designed to address revenue and margin enhancing activities while still improving traditional cost areas Impact of Traditional Shared Services on the P&L Impact of Integrated Business Services on the P&L Direct Enabler of the Business Strategy Revenue Revenue Optimized Marketing Costs Sales & Marketing SG&A Sales & Revenue Marketing Back Office Cost Savings for Traditional Functions SG&A Enhanced Back Office Cost Savings Optimized Material Costs COGS COGS Improved spend control and policy adherence Reduce Operational Costs Grow Top Line Revenue Copyright © 2013 Accenture All rights reserved. 6
  • 7. Based on what IBS can deliver, it can become a strategic and competitive element of a company’s business model CEO Regions Operating Units IBS Corporate Functions Operational management of the business and external customer Innovation and product or service development Deliver integrated support and valueenabling services Strategy and policy Efficiency Engine Business Enabler Growth Platform • Cost avoidance for new markets • End-to-End process and service management • Delivers continuous improvement • Provide the glue for the entire operating model • Service and customer oriented • Measures achieving business objectives • Shared responsibility for business outcomes • Enhanced career paths and talent pools • Ongoing scope innovation • Service and solution innovation • “Plug & play” for new markets and acquisitions • React quickly to transformations • Location and souring neutral Copyright © 2013 Accenture All rights reserved. 7
  • 8. With its strategic importance and enterprise wide reach setting up and running IBS operations is not an easy task Truly global operations High speed of change Fast payback periods High know-how standards Cash Flow neutral Global Hub Regional Spoke Local Satellite Strong control & transparency Copyright © 2013 Accenture All rights reserved. Fast scalability of large organisations Innovation and continuous Improvement 8
  • 9. IBS hybrid delivery models can optimize the benefits of captive and outsourcing solutions… SSC Global scale Hybrid BPO variable variable/fix fix Return Scope of Service Scalability Control & Transparency Speed of Change Cash Flow neutral Price Continuous Improvement …and can significantly reduce the risk in building and running an IBS organsiation and can help to ensure continous innovation Copyright © 2013 Accenture All rights reserved.
  • 10. As in the past, Finance will continue to play a leading role in helping companies evolve... this time to Integrated Business Services Success Factors in the Evolution Mid-1980s Today Solid long term vision IBS Lead Continuous support from the entire Board Global Customer Services Supplier Services Pick carefully your first battles for success Finance Services Employee Services Acknowledge and plan for “re-imaging” of your existing SSO Ensure IBS leadership team includes leaders from the business Analytics Services Service Innovation Global Service Owners Integrated Delivery Network Integrated Service Management Track, measure, and communicate !!! Copyright © 2013 Accenture All rights reserved. 10
  • 11. And we are just at the beginning of innovative services delivered out of Integrated Business Services organisations Life Sciences Consumer Goods • Product launch services • Digital content and web sales • Intelligent customer, intermediary and patient support • Global trade promotions and image management • Pharmacovigilence and clinical study support • Strategic and tactical sourcing Seeds & Crop Protection • Advanced sales, service and educational solutions for field sales force • Virtual in-store stock planning Transportation & Logistics • Quotes and order taking • Route planning and booking • Strategic sourcing • Tracking and exceptions handling • Process development and R&D collaboration • Cargo document management Copyright © 2013 Accenture All rights reserved. 11
  • 12. Integrated Business Services will dramatically change the way corporations operate….. …and time will tell what this will look like in the future Thank you for your attention ! Copyright © 2013 Accenture All rights reserved. 12