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Jan Duffy - UK/Canada: L'esperienza degli Shared Services Centers in UK e in Canada
This document discusses shared services in the UK and Canada. It provides an overview of shared services, including definitions, frameworks, trends, examples and lessons learned. Key points include that shared services aim to improve efficiency by combining common functions across organizations, while major trends show growing interest in client-facing shared services and innovative sourcing models. Examples highlighted shared services initiatives in the UK and Canadian governments for finance, HR and other back office functions. The document concludes with guidance for implementing shared services successfully.
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Editor's Notes
- #4 It’s generally agreed that governments will have to spend to get out of this recession, but they must be seen to be spending wisely.
- #5 There have definitely been some success stories:Electronic invoicing in Denmark saves taxpayers €150 million and businesses €50 million a year. The EU Commission estimates that if introduced all over the EU, annual savings could add up to over €50 billionDisabled people in Belgium can now obtain benefits over the Internet in seconds, whereas previously this took 3 or 4 weeksThe Netherlands introduced electronic declarations for the control of import and export of agricultural products: from April 2003 when the EU Internal Market requirement on cut flowers inspection came into force, the take up of electronic declarations rose to over 90% of the number of shipments, and the average processing time of a declaration was reduced from 24 to 12 hoursBut more still needs to be done to improve internal and external efficiencies, particularly since there is a pervasiveness nervousness about the economy in most countries in Europe IDC firmly believes there must be more emphasis on collaboration with a focus on combining improved internal productivity with better service – the two are not mutually exclusive!
- #10 In the context of electronic service delivery or egovernment there are at least three types of collaboration that government executives need to consider:First of all sharing processes, which means both joining up the front-end and sharing corporate services, as we mentioned during the last quarterly discussion that we hadSecondly sharing information – this speaks for itself, but as we all know comes with some constraintsThirdly, sharing and re-using IT solutions –These three areas of focus don’t exist in isolation, to support collaborative processes there’s a need for common information and shared IT. The re-use of solution is also a sub-set of technology sharing, as it fosters lower costs (no need to re-invent the wheel) and opportunity to work on existing standards. Constantly reinventing processes, applications, etc. is costly and time consuming and doesn’t make senseAlso, it is recognized that all of this needs to comply with transparency and privacy regulations.