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.
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.
How to Make Data and Analytics Central to Your Finance Digital Transformation...Workday, Inc.
Data—you have tons of it, but are you making the most of it?
View this slide deck with KPMG and Coleman Worldwide to learn how you can take control of your data with Workday to safeguard the bottom line and understand opportunities for finance and IT to partner.
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
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.
How to Make Data and Analytics Central to Your Finance Digital Transformation...Workday, Inc.
Data—you have tons of it, but are you making the most of it?
View this slide deck with KPMG and Coleman Worldwide to learn how you can take control of your data with Workday to safeguard the bottom line and understand opportunities for finance and IT to partner.
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
Presentation about IT managed services and solutions being offered by IISGL .
At IISGL, we have a fully consultative approach. We want
to understand your business, its pain points and
ambitions. We can then utilize that knowledge,
dovetailing with our years of extensive experience of
the technologies available, to provide you with a custom
solution.
Customer satisfaction is a critical measure of success for all shared services organizations. This is the fifth session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services and Outsourcing Network (SSON). Part five covers approaches and techniques for measuring satisfaction and we describe key dimensions of satisfaction. The presentation includes trends in customer satisfaction data from ScottMadden’s shared services customer surveys ranging from baseline surveys conducted pre-launch to on-going surveys for mature shared services organizations.
Companies that have set up ‘Global Business Services’
have significantly boosted their support functions
performance, optimizing the cost-quality trade off through
efficiency improvements and a clear shift towards a
strong and compelling value proposition to the business.
With this major transformation, Next Generation Shared
Services are well positioned to be considered full-fledged
partners of business operations, and not just providers of
services.
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.
Application Management Service OfferingsGss America
GSS America extends support for Application Development and Maintenance initiatives and helps customers focus on their strategic priorities. The cost effective AMS solutions from GSS ensures that customers achieve significant savings on running their business operations, so that they can channel these savings towards new product development initiatives that contribute to additional revenue generation.
The business value of managed services: Findings from IDC research sponsored...IBM Services
This presentation highlights the key findings from a recent study by IDC that determined the financial benefits, IT operational benefits, and positive return on investment realized by IBM managed services clients. To get the full report to to: http://bit.ly/BusinessValueMgdSvc
What if your finance organization had a faster, simpler way to transform operational transactions into meaningful insight? View this slide deck with Workday and KPMG as we explore new technologies and solutions for streamlining the analysis of vast amounts of data in the changing world of finance.
Documentation Framework for IT Service DeliverySimon Denton
I developed this for a project that I am currently involved in. The project aim is to develop a documentation framework for the provision of IT as a Service. I devised the framework using the Microsoft Operations Framework as ‘glue’ between other frameworks like ITIL. I thought I’d share it as it might be useful to others who are in a similar situation. The end result is a relatively compact set of documents for each service offered by IT.
Total Workforce Management: Digitizing Payroll for Administrative ExcellenceWorkday, Inc.
Even before the pandemic, payroll has had to navigate increasingly complex business challenges. View this slide deck to see how Workday customers are elevating payroll to adapt at the pace of change.
Altnix offers IT infrastructure managed services and remote infrastructure management services (RIMS) for Global customers. Streamline your IT infrastructure management and operations using tools, processes and 24x7 support from Altnix.
Slow, static planning can hold your organization back in a fast-changing world. In this slide deck, learn how FP&A leaders can use continuous, company-wide planning to build agility and resiliency.
The CFO Guide to Data with Deloitte & WorkdayWorkday, Inc.
A recent explosion of data and rapidly evolving tools and techniques for managing it have made it difficult to turn data into value.
View this deck to hear how Deloitte and Workday are helping organizations get a handle on their data, deploying automated, analytics-based planning models, streamlining finance operations, and becoming truly decision ready.
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 about IT managed services and solutions being offered by IISGL .
At IISGL, we have a fully consultative approach. We want
to understand your business, its pain points and
ambitions. We can then utilize that knowledge,
dovetailing with our years of extensive experience of
the technologies available, to provide you with a custom
solution.
Customer satisfaction is a critical measure of success for all shared services organizations. This is the fifth session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services and Outsourcing Network (SSON). Part five covers approaches and techniques for measuring satisfaction and we describe key dimensions of satisfaction. The presentation includes trends in customer satisfaction data from ScottMadden’s shared services customer surveys ranging from baseline surveys conducted pre-launch to on-going surveys for mature shared services organizations.
Companies that have set up ‘Global Business Services’
have significantly boosted their support functions
performance, optimizing the cost-quality trade off through
efficiency improvements and a clear shift towards a
strong and compelling value proposition to the business.
With this major transformation, Next Generation Shared
Services are well positioned to be considered full-fledged
partners of business operations, and not just providers of
services.
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.
Application Management Service OfferingsGss America
GSS America extends support for Application Development and Maintenance initiatives and helps customers focus on their strategic priorities. The cost effective AMS solutions from GSS ensures that customers achieve significant savings on running their business operations, so that they can channel these savings towards new product development initiatives that contribute to additional revenue generation.
The business value of managed services: Findings from IDC research sponsored...IBM Services
This presentation highlights the key findings from a recent study by IDC that determined the financial benefits, IT operational benefits, and positive return on investment realized by IBM managed services clients. To get the full report to to: http://bit.ly/BusinessValueMgdSvc
What if your finance organization had a faster, simpler way to transform operational transactions into meaningful insight? View this slide deck with Workday and KPMG as we explore new technologies and solutions for streamlining the analysis of vast amounts of data in the changing world of finance.
Documentation Framework for IT Service DeliverySimon Denton
I developed this for a project that I am currently involved in. The project aim is to develop a documentation framework for the provision of IT as a Service. I devised the framework using the Microsoft Operations Framework as ‘glue’ between other frameworks like ITIL. I thought I’d share it as it might be useful to others who are in a similar situation. The end result is a relatively compact set of documents for each service offered by IT.
Total Workforce Management: Digitizing Payroll for Administrative ExcellenceWorkday, Inc.
Even before the pandemic, payroll has had to navigate increasingly complex business challenges. View this slide deck to see how Workday customers are elevating payroll to adapt at the pace of change.
Altnix offers IT infrastructure managed services and remote infrastructure management services (RIMS) for Global customers. Streamline your IT infrastructure management and operations using tools, processes and 24x7 support from Altnix.
Slow, static planning can hold your organization back in a fast-changing world. In this slide deck, learn how FP&A leaders can use continuous, company-wide planning to build agility and resiliency.
The CFO Guide to Data with Deloitte & WorkdayWorkday, Inc.
A recent explosion of data and rapidly evolving tools and techniques for managing it have made it difficult to turn data into value.
View this deck to hear how Deloitte and Workday are helping organizations get a handle on their data, deploying automated, analytics-based planning models, streamlining finance operations, and becoming truly decision ready.
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.
Cloudway Consulting Pvt Ltd Is a SAP Strategic Sourcing Consulting Company For SAP, SAP S4 Hana, SAP Ariba, SAP C4C, Success Factor and Business By Design for More Call us at +0120-4226511
11 Actions that will make your SIAM Programme successfulSteve Morgan
Service Integration & Management (SIAM) is a term given to IT Operating Models which cater for multi-vendor strategies. This presentation describes the 11 Actions that you must adopt to make your SIAM programme a success
This week Chris Garber was at the EXL LifePRO conference in Naples FL presenting "How to Win Friends and Save Money". The presentation talks about how companies can improve efficiency by 40%+ using process improvement, technology, and data solutions.
“How to win friends and save money”
Improve your efficiency by 40%+ using process improvement, technology, and data solutions.
The competitive landscape, economic environment, and information technology continue to show up on top of the major challenges life insurers will face in the coming years. EXL Consulting will demonstrate that with process improvement, technology, and data solutions you can not only survive, but thrive, in this ever changing environment.
Key topics include:
1) Streamlining processes and improving turnaround time
2) Enhancing staff productivity while reducing errors
3) Improving pricing and customer insights with data federation
4) Modernizing legacy systems
5) Enabling customer self-services and mobile
Business Education pack strategy on a pageAndy Parkins
Defining a simple and effective strategy to drive business value is critical for any organization. Being able to deliver this product on a single page that has the finger prints of your key stakeholders all over it is easier done than said
Effective governance is a critically important enabler in achieving “top performer” status. “Governance” is the third topic in a supply chain learning series presented by ScottMadden and Shared Services & Outsourcing Network (SSON). In this session, we focus on the key building blocks of effective supply chain governance models including decision rights, performance metrics, service level agreements, and issue escalation/resolution. In addition, we discuss how to create alignment across an enterprise for a consistent supply chain strategy that clearly differentiates transactional efficiency from higher-value, strategic activities.
To learn more, please visit www.scottmadden.com.
Corporate Recruitment 2020 Maturity Model Feb 2017 Gareth Flynn
Corporate Recruitment / Talent Acquisition Maturity Model - How Talent Acquisition will evolve in the next 5-8 years. A Model developed by TQSolutions and PwC with input from industry.
Customer-centricity is the new imperative, but most organizations are not prepared to transform the way they work to deliver a relevant, personalized customer experience at scale. Designed for those who have been exposed to Journey Mapping, this interactive workshop will share Accenture’s Customer Journey Management framework for guiding the omni-channel customer experience with agility and at scale. During the session you will assess your organization’s design, governance and operating model dimensions to identify capability gaps in delivering on your vision of customer-centricity.
In a working session you will prioritize the gaps in your organization’s capabilities to implement the Customer Journey Management framework. The workshop will help you visualize how to manage the dramatic increase in data, segments, content, collaboration, and compliance that come with high-fidelity journey mapping and omni-channel marketing. We will discuss your specific challenges, as well as real world examples of operating model innovations from companies across industries and levels of maturity. This session will help you prepare your company to identify and respond to customer experience opportunities with new levels of agility and scale.
TSI - 2015 service offering emphasizing TECHNOLOGY EXPERTISEDan Feely
TSI - 2015 service offering emphasizing TECHNOLOGY EXPERTISE
This is TSI's Service Offering that highlights how we help growing organizations with their most important technology strategy challenges.
Creating Value Through Digital Enterprise Transformation
Originally presented to XPX, CT Chapter. We look at what it takes to create value and reduce risk using digital enterprise transformation to improve your business processes, technology, and talent foundations.
Topics covered include building a roadmap, process improvement, systems improvement including ERP, CRM, BI/Analytics, and eCommerce, how to build a global organization, and how to build a professional management team.
Acquity Group is a business process and technology consulting firm. We are and end to end provider of strategy, process and technology solutions. This deck highlights our key competencies around IT Strategy, IT Governance & IT Operations
Similar to Shared services - A Strategic Cost Management Platform (20)
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Shared services - A Strategic Cost Management Platform
1. 1
An Introduction
What are Shared Services?
Why Organizations Adopt Shared Services?
How are Shared Services Implemented & Optimized?
How does Oracle Enable Shared Services?
What’s Next/Trends?
Sanjay Chaudhuri
Director Asia Pacific
Strategic Sourcing
Aug’ 2016
2. Reduce Cost
Improve Productivity
Promote Timely execution
Enable better Decision making
Leverage existing and exploit emerging Technologies
Ensure acceptable level of control and risk management
Optimize skills/capabilities of the organization
Promote collaboration across the extended enterprise
2
It is a service model designed to gain efficiency in routine processing by
leveraging common practices and enabling Technology
KeyBenefits
Objectives….
The Key here is the idea of 'sharing' within an organization or group or providing as 3rd
party services.
5. 5
• Service delivery models for Shared
Services are proven
– Ranging from sharing only technology
and / or processes and/or people
– Varying strongly in scope
• Technology is mature
– Core are global ERP/HRMS systems
– Wide range of tools in use
– Data Collection, BSC, Workday, etc.
• Best-practices available in
abundance
– From numerous successful
implementations in all industries
Shared Services Are Highly Mature… …And Have a High Success Rate
Yes, however,
had few issues.
Do not
Agree.
Yes,
Agree
Highly Matured And Successful
Source: Hackett “The Future of Shared Services” 2015
6. 6
HighLow Medium
TACTICAL
HighLowMedium
STRATEGIC
• ← Improve Service Levels
• ← Process More
with Same/Less
• ← Process
Standardization
• ← Process
Improvements
• ← Increase Control
• ← Capture Acquisition Synergies
• ← Data Visibility
• ← Coordinate IT
• ← Accelerate ERP
Implementation
• ← Headcount
Reduction
Increasing
Sustainable Value
and
Continuous
Improvement
as
f(x) of Time
Tactical versus Strategic Business Drivers
7. 7
Source: Deloitte Research “The Future of Shared Services”
Business drivers for adoption of SSC (% of respondents)
0 10 20 30 40 50 60 70 80 90
Capture acquisition
synergies
Cross-division/location
comparability
Coordinate IT
Data visibility and
comparability improvements
Accelerate ERP
implementation
Increase control
Improve service levels
Headcount reduction
Facilitate process
improvements
Process standardization
Headcount reduction is NOT #1 priority, although important
Other business drivers
Process standardization
and improvements
Process Standardization and Improvements
8. Average ROI for shared services implementation is about 20 percent
◦ Average payback period approximately three years
◦ 74 percent meet or exceed their financial targets
Measurable direct bottom-line impact, e.g. up to 45% reduction of finance
cost through shared services
Sizeable benefits achievable in payroll administration - the early adopter in
HR shared services
◦ Top performers beat the average payroll cost per employee by 47%
Shared services also deliver on intangible benefits
◦ Such as productivity, quality and customer service
8
Overwhelming Evidence of proven financial benefits from SSCs
9. 9
Finance
• Cash disbursements
• Revenue cycle
• Accounting &
External reporting
• Tax management
• Manage Treasury
• Compliance
management
• Manage Planning
and Performance
• Business analysis
• Manage Function
HR
• Rewards
administration
• Payroll services
• Data management,
reporting/compliance
• Staffing services
• Workforce
development service
• Organizational
effectiveness
• Total rewards
planning
• Strategic workforce
planning
• Manage Function
Procurement
• Supply data
management
• PR & PO processing
• Supplier scheduling
• Receipt processing
• Compliance
management
• Customer
management
• Sourcing execution
• Supplier management
& development
• Sourcing & Supply
base Strategy
• Manage Function
Services
• Order and contract
management
• Service execution
• Service operation
• Planning & strategy
• Manage Function
Functional Areas And Key Processes Covered By SSC….1
10. 10
Info Tech (IT)
• Infrastructure
development &
management
• End user support
• Application
development &
maintenance
• Quality assurance
• Risk management
• IT business planning
• Enterprise
architecture planning
• Emerging
Technology
• Manage Function
Marketing & Sales
• Marketing
communications
• Brand and product
management
• Planning & strategy
• Market research &
analytics
• Sales execution
• Sales operation
• Sales planning
• Function
management
Manufacturing
• Production planning
• Inventory
management
• Shop floor scheduling
• Capacity management
• Function management
Corporate Services
• Gen. Administration
• Travel, Transport,
Logistics
• RE & FM Mgmt
• Government affairs
• Legal & Compliance
• QTY management
• Risk & security
management
• Corporate
communications
• Planning & strategy
• Executive office
Functional Areas And Key Processes Covered By SSC….2
11. Clearly define the Shared Services vision
◦ Senior executive driven process with operating unit leader participation
◦ Clear alignment of Shared Services vision with overall organizational goals
Develop a detailed business case for change
◦ Develop “case for change”; include both hard benefits (e.g. labor cost reduction) and
soft benefits (e.g. service improvement, better visibility, etc.)
◦ Do not under-estimate the implementation and transition costs
Define scope for economies of scale and skill
◦ Scope includes “scale” based processes (e.g. Payables, invoices, etc.)….
◦ …and “skill” based processes (e.g. legal, marketing, tax, etc)
Establish appropriate executive leadership
◦ Steering committee includes HQ and operating unit executives
◦ Use distinct leadership for SSC development vs. operations
Select the right people for the project
◦ Select the “right” resources, not the “available” resources for the project
◦ Release SSC project resources from their day-to-day responsibilities
11
1
2
3
4
5
Source: “Ensuring Successful Shared Service Implementations: From Vision To Operation”, Accenture
Best Practices
12. Communicate extensively
◦ Establish a clear communication plan (message outline, timing, audience,
communicator)
◦ Communicate to potentially affected employees early-on
Start transition planning early
◦ Start transition activities up to 180 days prior to SSC implementation
◦ Focus on knowledge transfer, data conversion, and training activities
Use technology as a strategic enabler
◦ Streamline/consolidate core transaction processing systems (ERP, HRMS, etc.)
◦ Invest in workflow capabilities, case management solutions, and self-service tools
Recruit and train the “right” team for the Shared Service Center
◦ Use a mix of internal and external hires to develop the SSC team
◦ Develop and implement an enduring training plan
Over support each implementation
◦ Over staff the organization during the transition and stabilization periods
◦ On-site project representatives for support & issue resolution during stabilization phase
12
6
7
8
9
10
Best Practices … contd.
13. 13
Success Factor Deemed Most Important by Surveyors is
Executive Sponsorship
Strong planning and Process Standardization are not enough on their own
Source: The Johnson Group’s Survey of 40 global organizations, workshops, and client engagements.
87
Respondents
14. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Increase automation tools
Streamline processes
Expand scope of services
Improve customer service levels
Improve controls
Expand the number of internal customers
Improve overall governance structure
Improve performance management
Develop/improve formal training programs
14
Top Initiatives: Percentage (%) of
Respondents
Source: Deloitte Research
15. 15
100
54
19
17
10
0
20
40
60
80
100
a b c d sumONE
common ERP
system.
Legacy
System
Multiple
ERP
systems
Total
1. ERP
2. Data Analysis and Reporting Tools
3. Workflow
4. Document Imaging
5. Data Warehouse
6. E-Payment
7. Employee Self-Service
8. EDI
9. Manager Self-Service
10. Financial Consolidation Tool
% of
respon-
dents
Top 10 Technology Enablers ERP Standardization Is A Given
Multiple
ERP
instances
Source: Accenture
Homogeneity of IT landscape: It’s best to identify and have one single integrated
ERP system as the single most important best-practice for SSC performance
16. Outsourcing and Off-shoring
◦ Once an organization feels comfortable with internal Shared Services it may
decide to outsource and/or offshore operations
◦ Mature offerings in Finance/IT available, HR/procurement/etc. taking up speed
More automation
◦ Most important objective of most SSCs: single global ERP/HRMS system
◦ Top 2-4 priorities are: Vendor self-service, Employee self-service,
e-procurement and Continuous Improvement are the Key Drivers.
Global reach - movement to global shared service models
– Pressure to move to lower labor markets
− Increased efficiency with lesser SSCs
Scope expansion along all Corporate Functions
16
Outsourcing, Automation, Global Reach and Scope Expansion
17. 17
68%
62%
56%
49%
44% 44%
40%
32% 32%
0%
10%
20%
30%
40%
50%
60%
70%
KPI SLA Continuous
Improvement
Model
Employee
Self-Service
Imaging
Workflow
Call Centre Balanced
Scorecard
Governance
Board
Employee
Development
Programme
Source: The Johnson Group
SLAs that do not promote simplicity, transparency and accountability.
They are likely to cause more administrative burden than benefit.
Continuous Improvement and Self Service are also Key Drivers
18. 18
Simplicity
• Short (1-3 pages) and simple to understand
• Bundle services by BU to enable tradeoffs across functions
• Enable straightforward, ongoing communication
Key Success Factors What You Need
Transparency and
Choice
• Invoicing clear and understandable
• Insight to service cost drivers & encourage desired behavior
• Base level “lights-on” operation other than optional services
• Flexible, scalable service levels, up or down
Metrics and
Accountability
• Track performance against internal targets and external
benchmarks (without adding excessive infrastructure)
• Link business and service management (SBU Model)
What Makes SLA’s Successful?
19. 1919
82%
71%
48%
45%
42%
40%
40%
39%
34%
31%
28%
25%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Service Level Agreements
Key Performance Indicators
Imaging/Workflow
Employee Development Programs
Account Managers
Continuous Improvement Model
Call Center
Balanced Scorecards
Employee Self-Service
Communications Model
Customer Self-Service
Manager Self-Service
Best Practices adopted by Leading Shared Services Operators
Source: Johnson Group
Governance related
Performance related
Technology related
% of Centers
20. 20
• Unifying Technology
– Developed Applications to support multiple organizations in one instance
• Workflow
– The key link between SSC and the divisions being served is built into the Application
• Interfaces
– Management tools can interface & integrate with comprehensive application seamlessly
• Self Service
– Integrated applications is used by the LOB being served, driving Operating Efficiency
• Business Intelligence
– Powerful means to monitor and manage performance by both the SSC and LOB’s
• System Enabled Metric Application
– Activity Based Costing or BSC can be used to manage performance against SLA
• Integrated Customer Relationship Management (CRM)
– CRM Modules are pre-integrated into the E CRM Application