This document provides an overview of shared services in higher education, including trends, case studies, and best practices. It begins with an agenda that covers trends in shared services, case studies of implementations at various universities, and best practices. Some key points include that shared services aims to achieve higher quality services at lower costs through consolidation and standardization. Challenges to implementing shared services in higher education include political and cultural issues. The case studies provide examples of shared services implementations in finance, HR, IT and other administrative functions at universities such as UNC, Yale and the University of Kansas. Best practices discussed include having a clear business case, change management and communication.
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.
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.
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.
The Common Challenges of Common Practices: Tips for Effectively Moving to a S...eprentise
Moving to a shared services model reduces costs and optimizes performance, but taking the right steps is necessary for a successful outcome. Explore the initiatives and challenges of a common chart of accounts and calendar for companies moving toward enterprise-wide shared service center operations. We will focus on how standardizing the data streamlines business processes, eliminates silos and facilitates the new functionality of Release 12. Case studies that discuss best practices and impact will be shared.
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
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.
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.
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.
The Common Challenges of Common Practices: Tips for Effectively Moving to a S...eprentise
Moving to a shared services model reduces costs and optimizes performance, but taking the right steps is necessary for a successful outcome. Explore the initiatives and challenges of a common chart of accounts and calendar for companies moving toward enterprise-wide shared service center operations. We will focus on how standardizing the data streamlines business processes, eliminates silos and facilitates the new functionality of Release 12. Case studies that discuss best practices and impact will be shared.
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
Presentation winning strategies for shared services in the public sectorChazey Partners
Phil Searle, Founder and CEO of Chazey Partners, shared his view on what it takes shared services to be successful in the public sector. In this presentation, he has also highlighted the very essential basics of shared services and analyzed the lessons that he has learned through the years' of implementation in the public sector.
ScottMadden recently partnered with APQC for a complimentary three-part webinar series focused on shared services.
This webinar session, presented by Brad DeMent and Jerred Crosby, partners at ScottMadden, addressed employee engagement, continuous improvement, new service offerings, and expanding the scope of operations.
Target Operating Model Strategy Management Governance Organization Leadership...SlideTeam
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Target Operating Model Strategy Management Governance Organization Leadership Instruments Processes and has templates with professional background images and relevant content. This deck consists of total of twelve slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. https://bit.ly/3h3vNxn
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Operating Model PowerPoint Presentation Slides SlideTeam
Access our 20 slides operating model PowerPoint deck that has been designed for the professional working in the corporate firms. In business sector, an operating model is a visual display of how a company pays attention to its internal and external customers. The presentation deck comes with 10 operating model designs from which you can choose the desired one that meets your business requirement. You can create an innovative PPT using these designs as these are designed to meet the purpose of businesses. An operating model helps to define how the company is operating now and how they are looking to manage business operations in the future. Every leading organization has some policy to accomplish the business objectives and you can describe your operations strategy using our presentation deck. The PowerPoint designs have been crafted by our team of creative and experienced designers who have understanding about the topic and about the designs that work in the business community. Download and then you use them to share the information in the most professional way. Our Operating Model PowerPoint Presentation Slides give you the break. Get the chance you have been dreaming of.
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.
Shared Services Models... What's Right for Your OrganizationDeborah Kops
Most organizations pursue a shared services model because it's fashionable, or because a consultant told them to. But without interpreting the implications of business context, organizational reality and the current state of the shared services journey. enterprises can try to push a square peg into a round hole. Take a gander at the very first predictive model for shared services design!
"You can download this product from SlideTeam.net"
Remove waste and improve processes to minimize cost of goods sold using content-ready Cost Optimization Strategies PowerPoint Presentation Slides. Outline a strategy for cost reduction without compromising the quality of the products with ready-made cost optimization strategies PPT templates. Intensify profitability and cash flow of an organization by implementing cost reduction strategies. Get access to the cost optimization strategies PowerPoint presentation slides for executing various strategies such as target costing, activity-based costing, enterprise resource planning, value engineering, and more. This deck covers various topics such as key levers to cost management, levers to achieve successful cost optimization, levels of strategic cost optimization, prioritizing IT cost optimization, IT cost optimization: three step approach, IT cost optimization initiative benefits, cost optimization techniques, cost optimization planning, cost cutting, cost management, cost design, cost positioning, and more. These templates are completely editable. You can use cost optimization strategies PowerPoint deck as per your need. Our Cost Optimization Strategies Powerpoint Presentation Slides help advancing your brand. Folks will get conscious of it's existence and benefits. https://bit.ly/347Zgng
Project Management Overall Approach created by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. Powerpoint version Downloadable at www.slidebooks.com.
Steps to build SAP SuccessFactors support model HR Path
What are the key elements and steps to follow to ensure that your SAP SuccessFactors Support organization is efficient and that your SuccessFactors Solution is maintained properly?
Grant Farrell, Managing Director of Chazey Partners US - Consolidating Back O...Chazey Partners
For the conference organised by Association of Academic Health Centers Senior Administrative Officers/Fiscal Officers 2013 Annual Meeting | July 26, 2013 | Santa Fe, NM
Though the Shared Services model has started to gain some momentum in Higher Education, it is still very much the early days of adoption. And yet Shared Services has been around for well over 20 years and has been delivering significant value in the Private Sector and, more recently, in the Public Sector. Many Higher Education institutions are still struggling to understand the potential value from Shared Services, and find the most effective way to implement this model successfully in the Higher Education sector. Chazey Partners co-hosted with UCOP (University of California Office of President) a breakfast meeting to share and discuss key learnings on the fundamentals of Shared Services and best practices, and how to best go about establishing and operating Shared Services in Higher Education. For more details, please visit www.chazeypartners.com/events
Presentation winning strategies for shared services in the public sectorChazey Partners
Phil Searle, Founder and CEO of Chazey Partners, shared his view on what it takes shared services to be successful in the public sector. In this presentation, he has also highlighted the very essential basics of shared services and analyzed the lessons that he has learned through the years' of implementation in the public sector.
ScottMadden recently partnered with APQC for a complimentary three-part webinar series focused on shared services.
This webinar session, presented by Brad DeMent and Jerred Crosby, partners at ScottMadden, addressed employee engagement, continuous improvement, new service offerings, and expanding the scope of operations.
Target Operating Model Strategy Management Governance Organization Leadership...SlideTeam
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Target Operating Model Strategy Management Governance Organization Leadership Instruments Processes and has templates with professional background images and relevant content. This deck consists of total of twelve slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. https://bit.ly/3h3vNxn
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Operating Model PowerPoint Presentation Slides SlideTeam
Access our 20 slides operating model PowerPoint deck that has been designed for the professional working in the corporate firms. In business sector, an operating model is a visual display of how a company pays attention to its internal and external customers. The presentation deck comes with 10 operating model designs from which you can choose the desired one that meets your business requirement. You can create an innovative PPT using these designs as these are designed to meet the purpose of businesses. An operating model helps to define how the company is operating now and how they are looking to manage business operations in the future. Every leading organization has some policy to accomplish the business objectives and you can describe your operations strategy using our presentation deck. The PowerPoint designs have been crafted by our team of creative and experienced designers who have understanding about the topic and about the designs that work in the business community. Download and then you use them to share the information in the most professional way. Our Operating Model PowerPoint Presentation Slides give you the break. Get the chance you have been dreaming of.
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.
Shared Services Models... What's Right for Your OrganizationDeborah Kops
Most organizations pursue a shared services model because it's fashionable, or because a consultant told them to. But without interpreting the implications of business context, organizational reality and the current state of the shared services journey. enterprises can try to push a square peg into a round hole. Take a gander at the very first predictive model for shared services design!
"You can download this product from SlideTeam.net"
Remove waste and improve processes to minimize cost of goods sold using content-ready Cost Optimization Strategies PowerPoint Presentation Slides. Outline a strategy for cost reduction without compromising the quality of the products with ready-made cost optimization strategies PPT templates. Intensify profitability and cash flow of an organization by implementing cost reduction strategies. Get access to the cost optimization strategies PowerPoint presentation slides for executing various strategies such as target costing, activity-based costing, enterprise resource planning, value engineering, and more. This deck covers various topics such as key levers to cost management, levers to achieve successful cost optimization, levels of strategic cost optimization, prioritizing IT cost optimization, IT cost optimization: three step approach, IT cost optimization initiative benefits, cost optimization techniques, cost optimization planning, cost cutting, cost management, cost design, cost positioning, and more. These templates are completely editable. You can use cost optimization strategies PowerPoint deck as per your need. Our Cost Optimization Strategies Powerpoint Presentation Slides help advancing your brand. Folks will get conscious of it's existence and benefits. https://bit.ly/347Zgng
Project Management Overall Approach created by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. Powerpoint version Downloadable at www.slidebooks.com.
Steps to build SAP SuccessFactors support model HR Path
What are the key elements and steps to follow to ensure that your SAP SuccessFactors Support organization is efficient and that your SuccessFactors Solution is maintained properly?
Grant Farrell, Managing Director of Chazey Partners US - Consolidating Back O...Chazey Partners
For the conference organised by Association of Academic Health Centers Senior Administrative Officers/Fiscal Officers 2013 Annual Meeting | July 26, 2013 | Santa Fe, NM
Though the Shared Services model has started to gain some momentum in Higher Education, it is still very much the early days of adoption. And yet Shared Services has been around for well over 20 years and has been delivering significant value in the Private Sector and, more recently, in the Public Sector. Many Higher Education institutions are still struggling to understand the potential value from Shared Services, and find the most effective way to implement this model successfully in the Higher Education sector. Chazey Partners co-hosted with UCOP (University of California Office of President) a breakfast meeting to share and discuss key learnings on the fundamentals of Shared Services and best practices, and how to best go about establishing and operating Shared Services in Higher Education. For more details, please visit www.chazeypartners.com/events
Customer Relationship Managment (CRM) presentation for shared services in the...Chazey Partners
Shared Services and Business Process Outsourcing are proven delivery models for providing “non-core” services to the business, and can deliver the “triple benefit” of reduced costs, improved service levels and a more effective control environment. Success requires a robust approach, focusing on the critical success factors, and then adapting all this to your own organization’s unique situation, culture and requirements. Having a comprehensive and robust Customer Relationship Management (CRM) framework is fundamental to this success. In this presentation, Grant Farrell and Chas Moore of Chazey Partners, share their hands on experience on “nine key components” of a robust CRM framework, and how to design a “best practice” service partnership agreement (SPA) as part of this framework.
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
Critical Components of Effective Change ManagementChazey Partners
Regardless of where your organization may be on the maturity spectrum of shared services, change is a constant, and the ability to manage change as part of your day-to-day operations is crucial to ensure the cultural transformation needed for execution and growth.
Change Management Initiatives That Ensure Smooth Program Transition and Deliv...Chazey Partners
Developing and managing clear-cut, yet flexible change management program initiatives is essential to your Shared Services center’s short and long-term success.
By establishing strategic partnerships that encourage optimal communication and understanding between your faculty, departments, and stakeholders, change management can be effectively managed. By attending this session, you will learn how to:
Develop and maintain a flexible approach toward your change management programs – so to ensure continual improvement
Create the proper messaging, based upon your audience type and how to ensure message consistency
Develop and implement change management programs that will engage and excite your very diverse workforce
Incorporate a positive work environment that enhances work productivity and efficiency
Mastering the Critical Components to Effective Change Management 2016Chazey Partners
Regardless of where your organization may be on the maturity spectrum of Shared Services, change is a constant, and the ability to manage change as part of your day-to-day operations is crucial. It is essential to ensure not only successful transformation, but the refinements and the continuous improvement afterwards that furthers the benefits of Shared Services and facilitates future growth.
During this workshop we demystify change management and employee engagement techniques by exploring practical applications, tools and latest practices. This presentation help you to:
· Learn how to enable on-going change for sustainable support and business results
· Manage cultural changes while keeping employees engaged/motivated
· Understand cross-cultural considerations in managing expectations
· Master ongoing communication that is relevant and resonates with stakeholders and employees
· Gain an improved understanding of change management
· Receive practical tools or ideas that can be implemented after the conference
Most organizations have accepted the need for a performance metrics framework. While these metrics are considered a necessity and often demand significant resources, many organizations are producing metrics reports that are not demonstrating value and do not seem to influence decision-making. This PDF document explores the key concepts, best practices and lessons learned from our years of public sector experience and other case studies. You will learn how to:
• Establish or rebuild your metrics framework
• Implement metrics that are S.M.A.R.T (Specific, Measurable, Achievable, Relevant and Time-bound)
• Identify what metrics your internal clients care and how to engage them
• Drive relevance and performance from your metrics reporting
Are Your Shared Services KPIs for Good or Evil? Chazey Partners
It is commonly accepted that leading Shared Services Organizations measure performance in order to drive continuous improvement. In this interactive session, we cover best practices in performance measurement and how KPIs are one of the most important elements of the Client Interaction Framework. We share stories from the frontline that expose the good, bad and ugly about KPIs; “good" examples that drive sustainable improvement and “evil” examples where the KPIs can actually damage the relationship with the SSO’s clients. Learn how to set the correct KPIs, achieve alignment between functions, establish relevant targets and utilize KPIs to grow your SSO.
Without Client Engagement There is No Shared ServicesChazey Partners
Sometimes the only thing “shared” about a Shared Services Organization is the name. Is your organization set-up for sustainable success? Learn about the four critical success factors for Shared Services and what happens when the client is not engaged in the transformation. 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 targeted at organizations with mature Shared Services or those who are just planning and launching. 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.
Sustainable success hinges on satisfied clients. But this involves more than putting your staff through client service training and asking them to "play nice". The solution is to channel your services and interaction through a well-structured Client Interaction Framework. It’s not that complicated! Mastering Shared Services client satisfaction through a comprehensive framework.
3 Key Aspects to Shared Services OptimizationChazey Partners
When considering moving further down the path of shared services, we recommend exploring 3 key aspects of shared services optimization – Assessment, Optimization and Growing.
The 7 Habits of Highly Effective Shared Service CentersChazey Partners
While the Shared Services model has several examples of success at delivering higher quality, lower cost, and improved control, many implementations still don’t perform at expected levels. This presentation explores some of the lessons we have learned from implementations around the world and provides ideas and tips for an optimal performance of your Shared Services Organization.
Community relations creating value for industry and communityWayne Dunn
Keynote presentation to the International Congress on Community Relations’ Global Forum in Lima, Peru, Aug. 2014. Discusses how community relations and CSR can create value for industry and community
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter
Robotic Process Automation End-to-End Implementation RoadmapChazey Partners
RPA is a software solution, commonly referred to as “bots”, which mimic or automate tasks normally performed by humans interacting with data between systems. In common definitions RPA essentially comes down to removing human beings from operations that are repetitive evaluations requiring rules based decision criteria. Whereas automation addresses high volume repetitive tasks, RPA is the next step to include decision making under a controlled set of parameters. Like with other transformations, business leaders should adopt a structured framework with clear, tangible benefits and correctly defined expectations before embarking on an RPA journey. This Robotic Process Automation handbook offers you a clear, structured framework with which to launch and implement your RPA program. It ensures the technology is integrated well within existing systems and business operations and empowers your business to be future ready with dynamic adjustment of processes along your automation journey.
Intelligent Automation process selection workshop 101Chazey Partners
How to assess opportunities for functions across the business, and identify low-hanging fruits. How to identify what you "should" automate, rather than what you "can". Assessing whether to hit the ground running with an imperfect solution, or wait and go with a more robust solutions. Choosing a process for a PoC/Pilot. Identifying the quick and easy wins...
Analyzing Your Shared Services Customer Service Delivery & Ensure Customer Sa...Chazey Partners
The best way to service your customers is to listen to their needs and feedback on a continual basis. If you do not understand your customer, you simply cannot service them per their expectations. If their needs aren’t met, your business relationship with them will suffer. This presentation will cover such topics as:
How to measure your customer’s expectations so you can supply them with the services they require; Customer service surveys and scorecards to establish customer-centric service deliveries; How to create a Customer Service culture that puts the customer first & foremost without exception, day in and day out; Data analytics tools that can provide the answers you need to better service your customers
Shared Services in Higher Education: conceps, clients, consumers and stakehol...Chazey Partners
As part of the sessions at the 2016 California Public Higher Education Collaborative Business Conference, the presentation covers why Shared Services has become such an important part of your toolkit for delivering improved “back office” services to support your institution’s core mission. It explains why the true meaning of the words “shared” and “services” is so important. It also defines and distinguishes between “clients”, “consumers” and “stakeholders”.
El modelo de servicios compartidos ha demostrado ser un modelo altamente eficaz para la provisión de servicios de back office de mayor calidad, menor costo y mejor control. Sin embargo, existen muchas organizaciones que aún no consiguen operar de manera óptima. Únete a nosotros en este taller para explorar algunas de las lecciones que hemos aprendido a partir de diversas implementaciones en todo el mundo y obtener ideas para un rendimiento eficiente de tu organización de servicios compartidos.
City of Houston Case Study: the Power of HR TransformationChazey Partners
The City of Houston's HR Director, Omar Reid, has a veritable success story on his hands, having transformed a decentralized, inefficient HR function into a Shared Services that is today the pride of the City. This article introduces the “burning platform” that drove the HR transformation and takes us through its three core phases.
Leveraging Enterprise-Wide HR Shared Services in Higher EducationChazey Partners
As a Higher Education institute, how do you truly engage Shared Services as a new way of working? In 2015, Chazey Partners was engaged by UCSF to assess its HR Shared Services performance and we thereafter put together a compelling case study on how University of California San Francisco (UCSF) meets its growth projections while supporting enterprise-wide payroll integration through Shared Services.
Rapid Benefits of Alternative Shared Services Models - 3.10.2016Chazey Partners
Chazey Partners was invited to present a session titled “Raped Benefits of Alternative Shared Services Models” at the 2016 Washington-ASMC National Capital Region in Washington D.C. on March 10, 2016. Phil Searle, Founder and CEO of Chazey Partners, educated attendees on the trends and benefits of Shared Services in the public and private sectors. The presentation also examined multiple case studies and some alternative models of implementation used before concluding with a list of “Tips and Tricks” for a successful Shared Services implementation.
Why shared services for the higher education, but why not?Chazey Partners
Dr Andrew Rothwell and Ian Herbert of Loughborough University's Centre for Global Sourcing and Services question Chazey’s David O'Sullivan on the transformation that institutes of Higher Education are undergoing in the UK.
7 pointers to building a robust shared services business caseChazey Partners
While it’s tempting to rush into Shared Services as the brainchild of senior executives, a business case will protect you from inevitable changes at the top and at the same time provide a vehicle to achieve senior level buy-in. You really can’t afford to skip this stage.
Case Study on New Shared Services Feasibility Study and MigrationChazey Partners
If you plan to shift processes out of the business and into a new SSC you better be prepared. Pre-planning is vital, and clearly correlates with a better outcome. Find out how to evaluate an SSO’s impact and choose a migration plan that suits your output targets. To download the case study, click the link below: http://www.chazeypartners.com/sites/default/files/Case%20study%20New%20Shared%20Services%20Feasibility%20Study%20and%20Migration.pdf
Design a Robust Shared Services Governance FrameworkChazey Partners
As SSCs evolve, what is increasingly clear is that if the business doesn’t do its part, then Shared Services hasn’t got a chance. This has given “governance” a completely new role and responsibility, as it establishes joint accountability between the business and the Shared Services. Governance makes real shared services happen. To download the article, click the link below: http://bit.ly/1ESICBy
Over the past decade, a combination of new providers, technology, and capabilities have made global payroll administration a possibility – at least conceptually. The key stumbling block in this debate is the perceived need, on the one hand, for tailored services that are compliant with local regulations, and on the other hand standardization for cost reasons. So, where does that leave payroll?
3 Key Factors to Effective Change Management in Shared ServicesChazey Partners
Change is a constant – in fact, it's often a simple matter of survival. But the best-laid transition plans can and will fail if you overlook the "how" and the "when". Our six-step methodology of effective Shared Services Change Management will keep you on track, as long as you remember three key factors…
What Can an Automotive Products Manufacturer, a US Federal Government Agency, and an Indian Insurance Giant Tell You about Change Management? Quite a lot, judging by the scars they all bear. We asked them why they believe some Shared Services or Business Transformation projects fail, what mistakes they have made, and what they would do differently if they had another chance. It all boils down to Change Management: how it's planned, communicated, and managed. Think it's easy? Read on ...
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
HR touches every aspect of operations and is valued as a critical enabler of business strategy. However, it still struggles with being weighed down by administrative tasks and not having enough bandwidth to drive the kind of added value business operations increasingly demand. As organizations complement a push towards more efficient processes with deploying more effective talent solutions, HR is as much under the spotlight as any other function. This article shares tips on how to structure your HR so that it has a real impact on successful business outcomes.
Case Study on Driving Procure to Pay (Purchase to Pay) Quick WinsChazey Partners
The Procure-to-Pat (Purchase to Pay or P2P) process offers great opportunities for improvement, especially in companies that are decentralized, still paper-based, and lacking standardization. This case study illustrates how a global financial services company significantly improved vendor satisfaction as a result of a focused re-evaluation of the end-to-end process.
Reassessing Your KPIs to Measure Shared Services Performance that CountsChazey Partners
Do you want to develop killer KPIs for your Shared Services? Then you need to be able to distinguish internal and external metrics, and know which ones count. View this article to learn 5 Steps to develop KPIs for Your Shared Services
Chazey Partners - Your Business Services Partner Chazey Partners
The brochure gives you an edgy information on how Chazey Partners - a practitioners-led global advisory business - works with shared services leaders globally to deliver world-class operations
How you are perceived internally depends to a certain extent on how all your stakeholders view your service. Don’t miss out on an influential group just because they are not an obvious counterpart. Use matrix-type thinking to evaluate the impact of each stakeholder segment, and target them according to their influence.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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Who We Are
Trends in Shared Services
Higher Education Case Studies
Best Practices
Agenda
Why Shared Services?
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Who We Are
Agenda
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Who We Are · Overview
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Who We Have Worked With
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Agenda
Why Shared Services?
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Achieve the Triple Benefits of Shared Services
Higher Quality
Lower Costs
Improved Control
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What Exactly is Shared Services?
•Treats its internal clients as if they were an external client. Treats them with the same
level of respect and service that external clients expect
Elevator
Speech
•Provides non-core services to the “business”, employing a specialist team, geographically
unconstrained, and focusing on the requirements of the internal client. This involves a
philosophy and approach totally unlike traditional “corporate-driven” centralization.
Definition
•Has the goal of providing 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.
Goal
•Achieves cost savings and higher quality of service by leveraging organizational re-
alignment, economies of scale, technology, lower cost locations, client interaction
framework, standardized end-to-end processes, and best practices.
How-To
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Centralization/De-Centralization Cycle
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
Costs too high, poor
compliance environment
Unresponsive to needs of
business
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State Funding
and
Endowment
Decreases
Technology
Demand
Campus
Growth
Compliance/
Administrative
Requirements
Cost of
Higher
Education
FEELING THE “SQUEEZE”
Marketplace
Competition
Why Shared Services in Higher Education?
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Reduced funding and escalating cost-containment pressures are requiring
operational excellence in higher education institutions to continue to achieve
academic excellence.
Only 42% of college and university chief business officers are confident with
their financial model’s stability over the next 10 years. (Inside Higher Ed and
Gallup 2015 Survey of College and University Business Officers)
Increasing student fees alone has not been sufficient to close the budget
gaps, and is no longer sustainble at many Universities and Colleges.
Why Shared Services in Higher Education?
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Agenda
Trends in Shared Services
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General Trends in Shared Services
• Started in mid-1980’s - driven by private sector multinationals
• Successfully implemented Shared Services initiatives achieve
“20%-45% cost reductions from the current state” (The Shared
Services Roundtable, March 2015)
• 100% of Hackett’s top quartile benchmarked enterprises
leverage Shared Services (Hackett 2013)
• More prevalent today in midsized companies and businesses
• Improved services, not just cost
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General Trends in Shared Services
• “Moving up the value chain”
• New adopters are moving directly to multifunctional/Global
Business Services model as part of their implementation
strategy (Deloitte, 2015 Global Shared Services Survey,
February 2015)
• Technology options continue to grow (spend on technology is
not the problem)
• Significant focus and growth in the Public Sector globally
• Slower to adopt – so far
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Unique
Challenges
to Higher
Ed
“Politics”
Within Campus/
Across System/
State and Federal
Workforce:
Campus/Faculty/
Colleges/Depts/
Research/Health
Centers
Territorial and
Governance Issues
“Traditional Silos”
Funding
Sources/Increased
Costs
Transparency
creates critics
“Failures” jumped
on
“Culture”/Tenure/
Change
Management
Some of the Unique Challenges Facing Shared Services in Higher
Education
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Agenda
Higher Education Case Studies
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Early Adopters : Shared Services was already underway “pre-
recession” at many Universities
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Many have followed
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GOALS:
Streamline campus operations and provide more
funding for academics and University’s core missions
Implement simpler, more responsive systems and
processes that enable informed decision-making
while complying with policies and laws
Reduce bureaucracy and create a more satisfying
work environment for faculty and staff
Carolinacounts.unc.edu
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Formed in January 2010 to take repeatable
common work out of departments
Consolidation of pre-existing service units to
sustainably improve cost structure, compliance
and client service
Shared Services at Yale University
Yale Shared Services Finance
HR Shared Services
HR Transactions and
Contact Center
FRMS Pre & Post Award
All shared services are single centers located on
campus
yss.yale.edu
“Establishing and
maintaining a
relationship with our
customers was integral…
our customers wanted to
be involved in the
development,
implementation, and
ongoing operation of
Shared Services and we
very much wanted and
welcomed their
feedback.”
– Ronn Kolbash, Asst VP
of Yale Shared Services
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Administrative Services Transformation (AST) project
Finance & HR Functions – All academic (19) and administrative (13) units
ncci-cu.org
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Goal: To utilize and leverage the current technology and best practices
to provide exceptional, streamlined services in an efficient and accurate
manner in order to reduce overall administrative costs by minimizing
redundancies and improving quality across campus.
Human Resources - Increase strategic services:
• Technology - Automate processes
• Comprehensive strategy to align short and long-
term initiatives
• Clarify roles
• Redesign governance
Finance -
• Establish staffing levels
• Clarify roles
IT Transformation -
• Strengthen collaboration between
distributed and central IT teams
• Streamline the delivery of commodity
technologies
• Plan for future technology innovations
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Completed the build phase in August 2013 and began
implementation with the intent to role out five SSCs before the
end of fiscal 2016.
ssc.ku.edu
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IT Shared Services Goals:
Build 3 New Data Centers
Transform University IT Systems
Unlock Efficiencies
Share Excess Capacity
Increase Mission Focus
Lessons Learned
University-wide buy-in on cost efficiencies requires selling
Monetizing IT savings can be difficult
Retained Staff needs to understand the future
Must plan administration of consumption pricing and billing
Virtual and Fractional Staffing Models present unique challenges
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Institute of Food and Agricultural Services (IFAS) shared service
centers developed to consolidate and streamline the
administrative functions such as Human Resources, Finance and
Accounting, and Grants Management.
IMPLEMENTATION STRUGGLES
Major challenge with primary customer: faculty
Faculty did not understand scope of service or shift in model
Confusion around detailed processes, client interaction framework
No clarity on how to measure service levels
Staffing challenges
Status quo was tight-knit with close proximity: Pushback on centralization
Lift and shift without standardization, workload optimization, space
planning or evaluating skillsets
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Case Study – City of Houston HR
Problem: City facing $50-70M Budget Deficit
Opportunities: Centralization; reduce liabilities; improve efficiency; eliminate redundancy
Plan: Implement Shared Services
Process:
Step 1: People – Redefine Roles and Responsibilities
Anyone spending over 51% of time moved to Central HR
Step 2: Process Standardization
Focus on quality of service and transparency
Step 3: Technology Adds Capability
Reduce reliance on expensive and unnecessary add-on solutions
Results
HR Staff to Employee ratio improved from 1:38 to 1:119
Improved quality of service
More efficient, better placed staff
Self-service functionality
Improved understanding of customer issues
Enhanced use of SAP Capital Management Module: $650k of annual savings
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Agenda
Best Practices
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• Having a Business Case is key
• Consider functions, processes, sub-processes, locations, regions, operating units
and entities
• It is really important to distinguish between “solutions” vs “quick fixes”
• Multifunctional now often the chosen way to proceed
• Consider how far up the value chain you want to go
• Senior level Executive sponsorship is key - executives must understand and
support the roll-out
• Remember always that the project does not end with “go-live”
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Roadmap: Key Activities & Deliverables
Financial
Business Case
Organizational
Structure
Operating
Model
Governance &
Policy
Frameworks
Change
Management &
Comms Plan
Implementation
Plan
Report &
PresentationBaseline Opportunity
Matrix
Project
Initiation
Baseline
Reports & Data
Stakeholder
Interviews
As-Is/Client
Interaction
Workshops
Activity Based
Analysis
Technology
Landscape
High-Level
Benchmarking
As-Is Leading
Practices
Diagnostics
To-Be Leading
Practices
Diagnostics
Technology
Assessment
Location
Analysis
To-Be Design
Principles
Stakeholder
Analysis
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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
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Client Interaction Framework
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
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• Do not underestimate the change management required
• Consider a multi-faceted communication and advisory approach
• Generate a culture of service and continuous improvement
• Make sure your team includes both academic and administrative
resources and be prepared to travel to meet and work with users
• Assign your best resources and people to the project
• Assign end-to-end process owners
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• Separate transformation from ongoing activities
• Offer end-to-end services by provisioning as many non-core services
as possible under one organizational umbrella
• Realignment can help remove silos and foster a strong shared
service culture and team spirit
• Enable succession planning, job rotation, new opportunities and
targeted and consistent training programs
• Do things differently – that’s the whole point!
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1. Shared Services can be complex,
but it is not rocket science
2. Start with a Roadmap and
supporting business case
3. You are not alone, others have
gone before
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Contact us
enquiries@chazeypartners.com
www.chazeypartnersinc.com
enquiries@chazeypartners.com
Editor's Notes
Additional Benefits:
Standardization of processes which supports centralization and automation (including ERP deployment)
Ability to really look “end-to-end” at processes to eliminate redundancy, duplication, handoffs, loop backs, etc.
Empowering the Shared Services team to learn new things and work in a dynamic and exciting environment
Engendering a culture of continuous improvement and recognition of performance
Improves quality and integrity of data which supports faster and better decision making
“Moving up the value chain” evolving away from a focus on transaction processing and data input toward more strategic activities
New adopters are moving directly to multifunctional/Global Business Services model as part of their implementation strategy (Deloitte, 2015 Global Shared Services Survey, February 2015)
Technology options continue to grow (e.g. document management, approvals, user self service, ERP, open architecture, software-as-a-service, “cloud computing”)
Captive vs Outsource, On-shore vs Near-shore vs Off-shore
Significant focus and growth in the Public Sector globally -opportunity to reduce deficits without diminishing front-line services
UC Berkeley administration division began in 2008 to move to a shared services model for HR, and successfully opened its center on July 1, 2010. In 2012 the University approved a project to implement shared services for finance, research, information technology and human resources.
Launched in November 2009
Designed champions to lead in 10 areas per bar chart on slide
Consolidates just under 200 projects under branding “Carolina Counts”
Bottom-up initiatives have saved over $65m in ongoing costs
Focus now is sharing best practices, simplifying admin processes and expanding use of Shared Services amoung academic units
Takeaway
Consider top-down versus bottom-up approach
Consider whether to focus on staff support or to include academic services as well
In November 2009, Carolina Counts formally launched with the designation of champions who will lead the 10 areas identified for major improvements. Since January 2010, Joe Templeton, past faculty chair, former chair of the Department of Chemistry, and now part-time special assistant to the chancellor for planning and initiatives, and Mike Patil, former associate dean at the University’s Eshelman School of Pharmacy, and former vice president for processes and technology at Ericsson/General Electric, have engaged campus colleagues from schools, units and departments who could best delve into the main options identified in the consultant report and what they could mean for future University operations. Their focus the first three years has been on initiatives related to streamlining cost structures in schools and central functions, analyzing and making available comparative operational information, and developing a campus model for shared service centers.
Carolina Counts is currently working with the champions and campus leaders to identify best practices through its OpSmart comparative tool, to model efficiency improvements based on those practices, to design simplified administrative processes, and expand the use of shared services among academic units. The details of the projects identified by each area are under Improvement Projects. The projects completed so far have reduced recurring annual State costs by over $65 Million annually.
Initiated HR Shared Services in 2010 for three departments: IT, Provost office, Science & Engineering
Today it is a 75-person SSC; scope includes
Academic and non-academic
Multi-functional SSC offering operating HR, Finance, pre/post awards services
Takeaways
Triple benefit of Shared Services: Key driver was cost, although emphasized other factors
Key strategy was having provider and client work together towards common goals
Paring costs is critical at Yale, whose endowment was hit hard during the U.S. recession. Yale launched its shared services center in 2010 by consolidating similar HR functions of three different departments: information technology, the provost office, and science and engineering.
The 75-employee division has expanded its scope to manage common business transactions for many of Yale’s academic and other departments. Tasks handled by Yale Shared Services include payroll, accounts payable, vendor compliance, expense and financial management, and credit card reconciliation.
Goal to bring Standardization and Efficiency to repeatable common work-shift focus from manual to mission critical tasks
Compliance – address compliance risks and build deep functional expertise
Client Services- simplify points of contact, enable self service and reduce administrative work
Promoted other areas but cost most likely the biggest driver as 2014 operating budget deficit was reported at $39 million
Overcame initial faculty buy-in issues with transparency and strong communication led by Ronn Kolbash, the asst VP of Yale Shared Services. Ronn often speaks on the subject is considered to a be leading Shared Services expert in Higher Ed. Addiitonal quote - “It’s really important that the service provider and the customer work collectively towards common objectives. In addition, both operations have jointly developed and agreed-upon metrics, service level agreements as well as an account manager model—all of which goes a long way in strengthening the relationship between the Shared Services operation and its customers.”
Two years ago, Michigan had a very public failure
Made ripples across the higher ed system
So what happened?
Administrative Services Transformation kick off in 2009
Communications under wrap until Nov 2013
Significant push back,
1000 faculty signed petition
At point that Michigan was ready to go-live
Project pause
Relaunched in January 2014 with new leadership, new enagement strategiy
Takeaway – you have to engage with people
Are you doing tranformation to your clients, or with your clients
Original model “lift and shift” – kept communication under wraps from until November 2013 when notices of implementation went out –
over 1,000 faculty members sign letter opposing AST
December 2013- Provost, EVPCFO, VP Student Life announce Implementation “Pause”
January 2014 – project restarts with a “phased” implementation and revised faculty/staff engagement plan
Program catalyst and former Accenture Executive Partner Rowan Miranda leaves position as in January as well
August 2014 – Phase I Shared Services Center -- Focused on data management, human resources and accounting
April 2015- Phase II Share Services Center implementation – focused on additional processes including account reconciliation, travel and expense, time and leave and employment
REVISED IMPLEMNTATION APPROACH:
• Optimized/standardized processes as moved into shared services.
• Transitioned the ~250 staff who performed 50% or more of “sharable work”, units identified individuals being transitioned
• Transitioned all units together in two process phases
• Significant engagement with units and transitioning staff to ready them for transition.
• Extensive communications with units and broader university community
PROJECTING $3-5M IN ANNUAL SAVINGS FROM AST PROJECT
Due to cost pressues, kicked off two year cost savings initiatve
Looked at IT, Finance, HR across three universities: University of Iowa, Iowa State University and University of Northern Iowa
Now moving into design and build phases, significant efficiencies have identified
Takeway
Mixure of top-down and bottom-up
Top-Down: Program Coordination, funding, reporting, streategic direction, governance
Bottom-up: Approach adapted for each university and each workstream; actual work and activities completed at functional level for each university, through consultative, collaborative process
One of decisions that your university will need to consider is how many SSCs to establish
Your stakeholder groups may agree with concept of Shared Services, but may want to retain control
Do you have one SSC?
One SSC for each school?
One for academeic, one for staff
One for health center, one for education
One for each function
This decision has many considerations
Gap from current state
Change management/politicial considerations
Leading practice
Leading practice is typcially a single SSC, but this could be a step too far
The ideal solution for your institution may be to have an interim step of more than one SSC with roadmap towards single SSC
Two SSCs completed / Three still in process
KU Shared Service Center – Build the Foundation: evaluate job functions, redesign business processes,and create training materials- COMPLETED AUGUST 2013
KU Regional Business Centers Implementation: to streamline job functions and improve businessprocesses – IN PROGRESS
With the initial site implementation complete, KU is already realizing benefits, including:
– Staffs who get more training in HR, finance, and research administration, enabling them to provide more effective service for their units
– Increased responsibility and authority for staff in the shared-service centers, enabling them to be more efficient and to provide immediate responses to complex questions
– Support staffs who can back each other up during absences:
– Providing departments with continuous coverage when their dedicated staff person is on vacation, out sick or on extended leave
– Enabling employees to be trained by the shared-service center staff and managers, eliminating this burden from departments and Chairs
– Shared Best Practices across departments
– Funding to support the initiatives of KU’s strategic plan, Bold Aspirations.
Once the shared-service centers are fully operational, the university expects to achieve annual savings of $2 million to $3 million.
Takeaway
Huge opportunity in IT
Even in IT not just about technology (cloud, in house)
A lot more about how you engage: about the people, what is in it for me, change management
Multifunctional
A major challenge with its primary customers—its faculty
Key takeaway
Ultimately it is all about a partnership with your customer
Doesn’t mean the customer is always right and you are subservient to them
It is not rocket science, but it can be complex
They have two shared service centers that service the following departments:
Fifield Shared Service Center: Environmental Horticulture, Horticultural Sciences, Plant Pathology
McCarty Shared Service Center: Agronomy, IFAS Statistics, Food and Resource Economics, Family Youth and Community Sciences, Soil and Water Science, Public Issues Education Center, IFAS IT, Senior VP
SCOTT MADDEN CASE STUDY-
The Challenge
The primary objective for IFAS was to reduce work and reallocate resources by standardizing policies and processes across the units and to consolidate transactional and administrative activities into its service centers. As a result, the college sought to better align the work with the available resource skillsets as well as cross-train employees on specific responsibilities. This would allow services to be provided across multiple units and to move away from an “everyone-does-everything-for-one-customer” model to one where providers handle multiple customers and are more narrowly focused on duties within a particular function (e.g., Finance, HR, etc.). Additionally, IFAS sought to improve compliance by offering cradle-to-grave contracts and grants departmental services from proposal writing through submission, project setup, administration, and project closeout.During the initial design and implementation efforts, IFAS faced a major challenge with its primary customers—its faculty (which is very typical in the higher education environment). The memorandum of understanding had been collaboratively developed with faculty prior to opening the IFAS service center for business, but faculty did not clearly understand the scope of services or shift in delivery model. There was confusion around the detailed processes, such as who to contact when, how requests should be made, and which activities would be centralized versus remaining in the department. Additionally, there was no structure in place to determine if service was improved and how service levels would be measured in the future. Staffing challenges were also steep. Given the long, tight-knit relationship and close proximity between faculty and their staff, the concept of centralization was not widely embraced by either, increasing the overall level of implementation difficulty. Additionally, the college had transitioned existing personnel from the departments into the central service center model without standardizing the processes, reducing the workload, planning for space needs, or evaluating the required skillsets to perform work in the new model. Thereby, the center maintained the same staff and skill makeup, which sub-optimized the potential benefits of the transformation. Finally, the service center lacked credibility with its customers, which contradicted the primary objective of improving customer service.
Did interview at Bloomberg event
No one wanted to to it
Not only achieved cost savings, recognized as providing huge value to city
Takeaway
Senior sponsorship key (need grassroots effort, but also need air cover)
Right people in right positions – proper assessment
Great passionate, leadership