Sson open house 5 disciplines of great transition teams
•
2 likes•101 views
This document discusses strategies for establishing a successful shared services center (SSC) or global business services (GBS) organization. It emphasizes the importance of: 1) Clarifying the purpose and goals of the SSC to ensure alignment with business strategy and stakeholder needs. 2) Conducting thorough risk assessments and change impact analyses to develop realistic plans that account for complexity across functions, processes, systems, locations and stakeholder groups. 3) Building high-quality transition teams with the right skills, capabilities and change management experience to navigate the complex "human" aspects of change. Active sponsorship, communication and relationship-building are also vital. 4) Adapting approaches when needed to address unexpected
Recommended
More Related Content
What's hot
What's hot (19)
Similar to Sson open house 5 disciplines of great transition teams
Similar to Sson open house 5 disciplines of great transition teams (20)
Recently uploaded
Recently uploaded (20)
Sson open house 5 disciplines of great transition teams
- 1. Who am I and why am I here? 22 years experience Finance, Consulting 5 multinationals Psychotherapy, Constellations MSc Organisational Change Systemic team coach & facilitator the wonderful mysterious world of SSCs Strategic SSC & GBS planning
- 2. My background •Outourced 150 fte to Accenture in Chennai •Set up 175 FTE Captive Finance SSC in Budapest •Turnaround of Latam SSC in Argentina •SSC Leadership team coach Set up of EMEA SSC for Computacenter
- 3. Regional / Functional SSCDiscreet SSC Multi Function SSC Integrated GBS Time Benefits&Complexity delivery of discrete back office transactional activity Regional delivery centres typically more than one function Consolidation of multiple SSCs into multi- functional strategy Single GBS function integrated end to end process ownership Where are we on our journey
- 4. Evolution in approach • Change in approach from project led to organisation within an organisation • Long term strategy not chasing labour arbitrage around the world • Cultural fit is critical • Iterations in thinking is crucial at the beginning, not Decide, Locate, Bang
- 5. The 5 disciplines of fantastic SSC Transition Teams 2. Clarifying Can the team make sense of the commission? Creating goals and objectives The right members & skills on the team 1. Commissioning What is the purpose of the SSC What is our success criteria? To what extent is it shared? Does it support the business strategy? 3. Co-Creating Creating the detailed plan Assessing the risks Choosing the location Understanding the change Your SSC recruits are your team 4. Connecting Getting buy-in on the plan Building relationships and engaging with stakeholders Communicating 5. Core Learning Adapted from Peter Hawkins – Leadership Team Coaching ExternalInternal The “How” The “What”
- 6. What is your purpose? Cost Quality Standardisation Short Term v Long Term ERP Driver Controls & Audit Value Partnership But each of your stakeholders will have a different view...
- 7. The 5 disciplines of fantastic SSC Transition Teams 2. Clarifying Can the team make sense of the commission? Creating goals and objectives The right members & skills on the team 1. Commissioning What is the purpose of the SSC What is our success criteria? To what extent is it shared? Does it support the business strategy? Adapted from Peter Hawkins – Leadership Team Coaching ExternalInternal The “How” The “What”
- 9. Reflection questions: • Have we devolved ownership to a “change team” for all the “soft” stuff • Have we assessed the complexity before resourcing adequately? • How do we know we have the right skills & capabilities? • Have we spoken to those who have been through this before? • Have we evaluated strategies which might better fit the purpose? “Change management”...get real
- 10. The 5 disciplines of fantastic SSC Transition Teams 2. Clarifying Can the team make sense of the commission? Creating goals and objectives The right members & skills on the team 3. Co-Creating Creating the detailed plan Assessing the risks Choosing the location Understanding the change Your SSC recruits are your team Adapted from Peter Hawkins – Leadership Team Coaching ExternalInternal The “How” The “What”
- 11. Managing Risk –what you are getting into 22 Countries impacted 30 FTE Captive set up 1 Big bang wave of knowledge transfer, at the same time as implement new Oracle platform
- 12. Risk Rating 1 2 3 4 5 Latam 24 countries, 30 fte EMEA 5 countries, 50 fte If your project Is mostly In this zone then you need to rethink you Change strategy and Governance Functional Challenge Process changes risk System changes & risk Context Challenge Stories from the past… The way we do business here.. A question of belonging Team Challenge Change skills/situation match Formal Governance set up Clear and agreed case/scope No. countries/cultures Change Context Assessment
- 13. Risk Rating 1 2 3 4 5 Latam 24 countries EMEA 5 countries Functional Challenge Process changes risk System changes & risk Context Challenge Stories from the past… The way we do business here.. A question of belonging Team Challenge Change skills/situation match Formal Governance set up Clear and agreed case/scope No. countries/cultures Change Context Assessment
- 14. The 5 disciplines of fantastic SSC Transition Teams 3. Co-Creating Creating the detailed plan Assessing the risks Choosing the location Understanding the change Your SSC recruits are your team 4. Connecting Getting buy-in on the plan Building relationships and engaging with stakeholders Communicating Adapted from Peter Hawkins – Leadership Team Coaching ExternalInternal The “How” The “What”
- 15. Walking in my shoes Reflection questions back at the office: • How well do we REALLY understand stakeholders perspectives • How much do we expect the rational logic to win over emotion • How well are we communicating (and listening) • Do we improvise with our comms approaches or stick to rigid plan • Who in our team is skilled in relationship thinking? • Have you done your homework on change history of those impacted
- 16. Active Sponsorship still a major challenge Help staff make sense of what needs to change & why Provide active and visible support for the changes Reinforce commitment through informal interaction Empathise with inevitable disruption for individuals Show genuine interest in progress even when time pressured Ensure the line are carrying out equally effective roles Empower the team with a very clear mandate and commission
- 17. How important is building a great team? •Experience versus cost •Short term win versus long term development •Cultural fit is key
- 18. Paradoxical life in creating an SSC Adapt and improvise Have a detailed strategy, plan and stick to it It’s all about results, “show me the money” It’s all about relationships and interaction Speed and Cost are key Quality and service is key Sometime you just have to do it to them You have to do it with them Governance and client framework Manage in the same style as what works today
- 19. Re-test the approach...does it fit? 4. Connecting Getting buy-in on the plan Building relationships and engaging with stakeholders Communicating Adapted from Peter Hawkins – Leadership Team Coaching ExternalInternal The “How” The “What”
- 20. Use tools & Maps but prepared to get messy Use structured approaches, tools and “maps” to plan your SSC journey at the same time Engage with the messy, informal, uncontrollable “real world” of change
- 21. My questions When to introduce Best practice Disciplines