This document discusses principles for making non-transactional services work in a shared services environment. It emphasizes having the same beliefs about talent regardless of location, allowing for ad-hoc work to be done remotely given familiarity and relationships. It also stresses maintaining the same corporate culture through close collaboration and aligned goals, properly managing people with individual development plans and mentoring, and steering performance based on results rather than location. Key considerations include still managing attrition in the local environment, clearly defining and measuring the service, and tracking people, controls, documentation, interactions, technology access and costs.

1. Transactional Non-transactional
Transactional v/s non-transactional services – principles
of governance
Tools and processes
COST optimisation
People and processes
QUALITY optimisation
Principles for making non-transactional services work
• Belief in equity of talent (PM in London = PM in Warsaw)
• Adhoc / unstructured work also possible to be done from elsewhere
(eg multiple buildings in a city?) – familiarity, relationship, tenure
helps
• Context, context, context
• Same corporate culture; collaboration through close interaction and
alignment of goals
• People management – individual development plans, mentoring,
treat as own team vs ‘SSC’ team with different standards
• Lean / Industrialise the right things the right way (consider biggest
asset = people)
• Steering by results – stretch on value add
DON’T FORGET
• Still a SSC environment, attrition needs to be managed carefully in
local environment
• Service still needs to be defined and measured
1 People
2 Controls
3 KPIs
4 Documentation status
5 Interaction with team
6 Change requests
7 Escalations
8 Technology and access
9 Cost