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.
The document outlines 10 keys to effectively implementing a shared service center. It recommends establishing clear objectives and criteria for what processes to include. A phased implementation plan and simplifying complex processes upfront are also advised. Strong governance is needed to prevent unnecessary complexity over time. Performance should be regularly benchmarked and technology platforms chosen that can support the shared services long-term.
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.
SAP Ariba Solutions Realized: Stories of Effective Implementation and Forward...SAP Ariba
Hear how an SAP customer used change management to deploy multiple SAP Ariba solutions. Discover how the company overcame competing priorities and cultural resistance to automate manual procurement processes. Join us to learn how the company is successfully implementing SAP Ariba solutions, seeing results, and learning lessons along the way.
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.
Succession management is important for organizations to excel in today's competitive marketplace. A comprehensive succession management process can increase employee engagement and retention, which facilitates organizational growth. SuccessFactors Succession & Development is a cloud-based talent solution that helps identify and develop talent needed for organizational strength and future growth while providing visibility and succession planning. It enables strategic succession management to drive better business outcomes.
When introducing Workday into your organization, how you manage change is critical to a successful transition. While change is most often driven from a technology perspective, a successful change management program should be focused on the impact to strategy, business processes, and people. Increasing user adoption of Workday and improving how work gets done within an organization requires an intentional investment of effort.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
The document outlines 10 keys to effectively implementing a shared service center. It recommends establishing clear objectives and criteria for what processes to include. A phased implementation plan and simplifying complex processes upfront are also advised. Strong governance is needed to prevent unnecessary complexity over time. Performance should be regularly benchmarked and technology platforms chosen that can support the shared services long-term.
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.
SAP Ariba Solutions Realized: Stories of Effective Implementation and Forward...SAP Ariba
Hear how an SAP customer used change management to deploy multiple SAP Ariba solutions. Discover how the company overcame competing priorities and cultural resistance to automate manual procurement processes. Join us to learn how the company is successfully implementing SAP Ariba solutions, seeing results, and learning lessons along the way.
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.
Succession management is important for organizations to excel in today's competitive marketplace. A comprehensive succession management process can increase employee engagement and retention, which facilitates organizational growth. SuccessFactors Succession & Development is a cloud-based talent solution that helps identify and develop talent needed for organizational strength and future growth while providing visibility and succession planning. It enables strategic succession management to drive better business outcomes.
When introducing Workday into your organization, how you manage change is critical to a successful transition. While change is most often driven from a technology perspective, a successful change management program should be focused on the impact to strategy, business processes, and people. Increasing user adoption of Workday and improving how work gets done within an organization requires an intentional investment of effort.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, 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.
This HR Shared Services video tells the story of how Kellogg successfully transformed their HR service delivery and exceeded expectations using a HR shared services model. Kellogg was able to add value to employees and the business alike, considerably increase customer response and satisfaction measures, improve operating margins, provide standardized/compliant HR answers and increase adoption rates among employees and managers on a global basis. Learn how advances in HR technology, notably including SaaS, made deploying a new model for HR service delivery via HR Shared Services a reality for 35,000 active/retired employees and their dependents across 13 countries and 4 languages.
Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
Moving from SAP HCM to SAP SuccessFactors Employee Central: Evaluating Your R...Rizing HCM
Are you an on-premise SAP HCM customer wondering if you are ready to move to SAP SuccessFactors Employee Central in the cloud before SAP ends mainstream maintenance on legacy systems? This webcast helps you assess your readiness to make the switch, so you will know how much risk, how much customization, and how much effort the project will entail.
Attendees will receive guidance on how to better prepare for the move to HR in the cloud, including:
- Identifying significant roadblocks
- Moving to self-service
- Data extraction and migration
- Integration requirements and tools
- Assessing your current system and what you need in the future
- Evaluating HCM process and organizational structures
- Change management and training
Watch the full webinar: go.rizing.com/WBN-EC-Readiness-OnDemand.html
The document discusses the key features and benefits of implementing a shared services organization. It outlines the typical phases of a shared services roadmap including assessing current processes, designing the new organization and processes, building out the shared services center, and deploying the new model. Some ideal processes for shared services are those with economies of scale like payroll, HR, finance, and customer service functions. The challenges of implementation include gaining buy-in, standardizing processes, and having strong leadership. Lessons learned emphasize the importance of executive sponsorship, a comprehensive plan, stakeholder input, change management, and continuous improvement.
Success Measurement: Measuring the Value and Performance of Your Source-to-Pa...SAP Ariba
Research consistently shows that companies with defined source-to-pay strategies (including robust value and performance management) not only consistently outperform their peers in the industry, but also—and perhaps more importantly—drive recognized value within their organization. Come spend 75 minutes with us to gain insights into how to establish a value framework and options for measuring your strategy. We’ll delve into how to maintain executive sponsorship, metrics that matter—by solution, and discuss the SAP Ariba free benchmark program available to all customers, which provides actionable data for your program.
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
Shared Service Centers - A way of internal outsourcingMuhammad Ijaz Syed
The document discusses shared services centers (SSCs) and their benefits over centralized functions. SSCs aim to deliver cost-effective and reliable services through increased efficiency, economies of scale, standardization, and technology leverage. Common functions considered for SSCs include finance, accounting, HR, IT, legal and corporate services. The implementation of SSCs involves opportunity assessment, defining the scope, building a project team, developing a vision, analyzing current processes, designing the SSC, and change management. Critical success factors include strong executive support, engaging experienced staff, and defining performance measures. The conclusion states that SSCs can help control non-essential costs and ensure efficient service delivery across divisions in the long run.
Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.
The document outlines plans to improve the FP&A (financial planning and analysis) function over the next year at a company. It discusses assessing the current state, including issues with strategic planning, budgeting, forecasting, and performance reviews. The goals for FP&A are to continually improve processes and systems, provide better visibility and understanding of business performance and strategies, and become a more valued partner to the business. The year 1 strategy focuses on beginning to improve capabilities, creating visibility into drivers and KPIs, partnering with business leaders, and supporting strategy tracking.
Effective management to implement ERP-SAPMario Navarro
Description of the key management areas and functions to be considered for a successful implementation of an ERP technology focued in SAP solution delivery.
The document discusses how HR can better support the business strategy through developing a new HR operating model and compliance model. The key points are:
1) HR aims to transition from an administrative function to strategic business partners that provide workforce management counsel and ensure policy/regulatory compliance.
2) The new HR operating model splits responsibilities between business partners, operations, and centers of excellence to better support strategic priorities and business needs.
3) The compliance model aims to formalize critical HR rules, ensure practices are coherent across sites, and reduce risks from audits through collaboration with compliance teams.
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.
The document contains meeting notes from the IQPC 9th Annual Asian Shared Services & Outsourcing for HR Conference that took place in Kuala Lumpur, Malaysia from May 4-5, 2011. Key topics discussed included the objectives and benefits of implementing an HR shared services model, the different levels of centralization on the shared services continuum from centralized HR to outsourcing, and the foundations needed for a successful shared services model such as process reengineering and a common HRMS. Challenges in transforming to a shared services model like managing change and developing new skills were also covered.
Value Realization with SAP Ariba Solutions Approach, Measurement, and SuccessSAP Ariba
What does success look like? A successful program involving SAP Ariba solutions can take many forms – and likely changes over time. In this session, we'll walk through the various elements of a successful value realization effort, including sourcing coverage, enterprise efficiency, savings, customer experience, procurement evolution, and the road ahead.
The document outlines 20 steps to ensure success for a finance transformation project. It recommends appointing a project sponsor and steering committee to oversee the project. A project manager should be appointed to lead the assembly of a project team to gather requirements, select software, and produce key documents like a project charter and system design document. Other steps include purchasing technology, configuring software, user acceptance testing, training, migrating data, going live, and celebrating project completion. The overall goal is the successful delivery of a new finance system to meet changing business needs through a rigorous project process.
Insights on Procurement Data with Analytics Solutions from SAPSAP Ariba
This document discusses insights on procurement data analytics solutions from SAP. It introduces speakers from Vodafone and SAP and outlines an agenda covering executive dashboarding using Supply Watch at Vodafone, process mining using Celonis at Vodafone, and advanced analytics using SAP Fraud Management. The document provides details on each of these topics and opportunities for data mining in procurement organizations.
Catalog and Content Management in Ariba Procure-to-PaySAP Ariba
Catalog management is one of the strengths of the SAP Ariba solution portfolio. Join this session to learn from our customers Bemis and Ally Financial how they successfully used SAP Ariba for supplier enablement, collaborative invoicing, change management, and standardized processes to improve procurement cycle time, contract compliance, and resource allocation to lower costs.
How to Bring About Finance Transformation on Your Own TermsWorkday, Inc.
In this deck, experts from PwC and Workday explain how finance leaders can use automation, artificial intelligence, and analytical skills to help their teams adapt to rapid change.
This presentation talks about how SAP S/4HANA can empower finance to strategically guide your business evolution via instant insights, intuitive user experience, and a flexible non-disruptive platform.
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.
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.
This HR Shared Services video tells the story of how Kellogg successfully transformed their HR service delivery and exceeded expectations using a HR shared services model. Kellogg was able to add value to employees and the business alike, considerably increase customer response and satisfaction measures, improve operating margins, provide standardized/compliant HR answers and increase adoption rates among employees and managers on a global basis. Learn how advances in HR technology, notably including SaaS, made deploying a new model for HR service delivery via HR Shared Services a reality for 35,000 active/retired employees and their dependents across 13 countries and 4 languages.
Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
Moving from SAP HCM to SAP SuccessFactors Employee Central: Evaluating Your R...Rizing HCM
Are you an on-premise SAP HCM customer wondering if you are ready to move to SAP SuccessFactors Employee Central in the cloud before SAP ends mainstream maintenance on legacy systems? This webcast helps you assess your readiness to make the switch, so you will know how much risk, how much customization, and how much effort the project will entail.
Attendees will receive guidance on how to better prepare for the move to HR in the cloud, including:
- Identifying significant roadblocks
- Moving to self-service
- Data extraction and migration
- Integration requirements and tools
- Assessing your current system and what you need in the future
- Evaluating HCM process and organizational structures
- Change management and training
Watch the full webinar: go.rizing.com/WBN-EC-Readiness-OnDemand.html
The document discusses the key features and benefits of implementing a shared services organization. It outlines the typical phases of a shared services roadmap including assessing current processes, designing the new organization and processes, building out the shared services center, and deploying the new model. Some ideal processes for shared services are those with economies of scale like payroll, HR, finance, and customer service functions. The challenges of implementation include gaining buy-in, standardizing processes, and having strong leadership. Lessons learned emphasize the importance of executive sponsorship, a comprehensive plan, stakeholder input, change management, and continuous improvement.
Success Measurement: Measuring the Value and Performance of Your Source-to-Pa...SAP Ariba
Research consistently shows that companies with defined source-to-pay strategies (including robust value and performance management) not only consistently outperform their peers in the industry, but also—and perhaps more importantly—drive recognized value within their organization. Come spend 75 minutes with us to gain insights into how to establish a value framework and options for measuring your strategy. We’ll delve into how to maintain executive sponsorship, metrics that matter—by solution, and discuss the SAP Ariba free benchmark program available to all customers, which provides actionable data for your program.
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
Shared Service Centers - A way of internal outsourcingMuhammad Ijaz Syed
The document discusses shared services centers (SSCs) and their benefits over centralized functions. SSCs aim to deliver cost-effective and reliable services through increased efficiency, economies of scale, standardization, and technology leverage. Common functions considered for SSCs include finance, accounting, HR, IT, legal and corporate services. The implementation of SSCs involves opportunity assessment, defining the scope, building a project team, developing a vision, analyzing current processes, designing the SSC, and change management. Critical success factors include strong executive support, engaging experienced staff, and defining performance measures. The conclusion states that SSCs can help control non-essential costs and ensure efficient service delivery across divisions in the long run.
Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.
The document outlines plans to improve the FP&A (financial planning and analysis) function over the next year at a company. It discusses assessing the current state, including issues with strategic planning, budgeting, forecasting, and performance reviews. The goals for FP&A are to continually improve processes and systems, provide better visibility and understanding of business performance and strategies, and become a more valued partner to the business. The year 1 strategy focuses on beginning to improve capabilities, creating visibility into drivers and KPIs, partnering with business leaders, and supporting strategy tracking.
Effective management to implement ERP-SAPMario Navarro
Description of the key management areas and functions to be considered for a successful implementation of an ERP technology focued in SAP solution delivery.
The document discusses how HR can better support the business strategy through developing a new HR operating model and compliance model. The key points are:
1) HR aims to transition from an administrative function to strategic business partners that provide workforce management counsel and ensure policy/regulatory compliance.
2) The new HR operating model splits responsibilities between business partners, operations, and centers of excellence to better support strategic priorities and business needs.
3) The compliance model aims to formalize critical HR rules, ensure practices are coherent across sites, and reduce risks from audits through collaboration with compliance teams.
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.
The document contains meeting notes from the IQPC 9th Annual Asian Shared Services & Outsourcing for HR Conference that took place in Kuala Lumpur, Malaysia from May 4-5, 2011. Key topics discussed included the objectives and benefits of implementing an HR shared services model, the different levels of centralization on the shared services continuum from centralized HR to outsourcing, and the foundations needed for a successful shared services model such as process reengineering and a common HRMS. Challenges in transforming to a shared services model like managing change and developing new skills were also covered.
Value Realization with SAP Ariba Solutions Approach, Measurement, and SuccessSAP Ariba
What does success look like? A successful program involving SAP Ariba solutions can take many forms – and likely changes over time. In this session, we'll walk through the various elements of a successful value realization effort, including sourcing coverage, enterprise efficiency, savings, customer experience, procurement evolution, and the road ahead.
The document outlines 20 steps to ensure success for a finance transformation project. It recommends appointing a project sponsor and steering committee to oversee the project. A project manager should be appointed to lead the assembly of a project team to gather requirements, select software, and produce key documents like a project charter and system design document. Other steps include purchasing technology, configuring software, user acceptance testing, training, migrating data, going live, and celebrating project completion. The overall goal is the successful delivery of a new finance system to meet changing business needs through a rigorous project process.
Insights on Procurement Data with Analytics Solutions from SAPSAP Ariba
This document discusses insights on procurement data analytics solutions from SAP. It introduces speakers from Vodafone and SAP and outlines an agenda covering executive dashboarding using Supply Watch at Vodafone, process mining using Celonis at Vodafone, and advanced analytics using SAP Fraud Management. The document provides details on each of these topics and opportunities for data mining in procurement organizations.
Catalog and Content Management in Ariba Procure-to-PaySAP Ariba
Catalog management is one of the strengths of the SAP Ariba solution portfolio. Join this session to learn from our customers Bemis and Ally Financial how they successfully used SAP Ariba for supplier enablement, collaborative invoicing, change management, and standardized processes to improve procurement cycle time, contract compliance, and resource allocation to lower costs.
How to Bring About Finance Transformation on Your Own TermsWorkday, Inc.
In this deck, experts from PwC and Workday explain how finance leaders can use automation, artificial intelligence, and analytical skills to help their teams adapt to rapid change.
This presentation talks about how SAP S/4HANA can empower finance to strategically guide your business evolution via instant insights, intuitive user experience, and a flexible non-disruptive platform.
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.
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
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
Critical Components of Effective Change ManagementChazey Partners
This document outlines an agenda and presentation for a workshop on effective change management. The workshop will cover:
1. An overview of change management models and the importance of change management for ongoing transformation.
2. Examples of change management successes and challenges from organizations. Participants will discuss challenges their organizations currently face.
3. Best practices for change management including tools like stakeholder analysis and management. Managing stakeholder support, interests, and influence is critical for successful change.
The presentation aims to help participants understand change management and enable ongoing change for business results through improved communication and employee engagement.
Anirvan Sen, Chazey Partners Arab outsourcing may 2013Chazey Partners
The document discusses the evolution of shared services from being seen as an administrative extension of HR and finance departments to a specialized customer-centric service function. It outlines how shared services have progressed from captive models in companies to use of hybrid and outsourced models. The presentation highlights best practices for shared services including using a holistic strategic approach, establishing strong governance, focusing on talent management, and leveraging technology.
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
Creating a Strategic Plan is an excellent presentation for individuals who would like to understand the steps involved in creating a strategic plan. This presentation is very helpful for start-ups, entrepreneurs, and business owners who would like to create a strategic plan. This presentation was delivered at the University of Budapest in May of 2015.
If you would like help in creating a strategic plan, Gary Wheeler at The Virtual HR Director is available to help.
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.
SAP Ariba Solution Implementation: A Customer PanelSAP Ariba
Learn about SAP Ariba solution implementation projects and best practices. Join this session to hear a panel of SAP Ariba solution customers share their implementation stories, and participate in an interactive Q&A later in the session. Hear directly from our customers about what solutions were implemented and about the implementation process, so you can make the best of your future implementation projects.
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...
Roy Barker from Moore Diversified Services presented on strategic planning. He discussed conducting a SWOT analysis and reviewing key performance indicators to assess the current situation. The presentation focused on aligning goals with the organization's mission and vision, setting SMART goals, developing an operational plan, monitoring progress, and refining the plan. Barker emphasized communicating the strategic plan throughout the organization and evaluating results to ensure the goals are achieved.
This document discusses finance transformation and becoming a strategic business partner. It provides an overview of finance challenges, objectives of high-performing finance organizations, and a maturity model assessment tool. The key aspects of a successful transformation include having a clear business case, executive support, program management, addressing cultural issues, and effective communication throughout the process. The payoff is shifting from transactional to more analytical/strategic work, optimizing resources, and enhancing business competitiveness over time.
The document outlines a training agenda for global business excellence. It covers 6 mantras over 2 days of sessions: 1) Strategy, 2) Operations, 3) Customer & Market, 4) Leadership, 5) Human Asset, and 6) Finance. Each mantra is explored in detail, with concepts, case studies, and frameworks discussed for strategic planning, customer relationship management, and more. The goal is to help organizations improve performance, manage quality, and deliver value to customers and stakeholders.
United Capital is a financial advisory firm established in 2005 with over 90 advisors across 44 offices. It has $16.8 billion in assets under advisory, including $8.53 billion under management and $8.28 billion in consulting assets. The firm has acquired over 40 other advisory teams since inception and is budgeting for $83 million in revenues in 2013, representing 41% annual growth. United Capital provides a centralized platform for acquired firms that handles administration, operations, marketing, and client services, allowing advisors to focus on client relationships. The platform is designed to improve client experiences, support local growth, and create wealth through equity ownership in the growing firm.
PAS applies its fact-based, entrepreneurial, objective approach to clients and situations that span the world and industry sectors. We understand the changing world and the world of change. We serve as advisers, interim executives, regulatory experts and expert witnesses. We are steadfast in our commitment to drive growth.
ProAction Case Studies - Diligence through Exit Q3 2015Tim Van Mieghem
ProAction Group provides operational expertise to private equity firms and their portfolio companies. They conducted due diligence for a packaging company acquisition and identified $1 million in potential EBITDA improvements. For a distribution company acquisition, they identified $2.7 million in EBITDA and $6.5 million in working capital improvements. For a heavy equipment manufacturer acquisition, they identified ways to increase EBITDA margins from 32% to 36% through consolidation, value engineering, and new product rollout processes.
The document discusses effective selling for professional services. It outlines a marketing and sales process map, emphasizing the need for a clear vision. It discusses the importance of differentiation, positioning, and values. A high-level process map is presented covering marketing, sales management, account management, bid management, and enabling processes. Account management and bid management processes are described in more detail. The document concludes with contact details.
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
C6 Advanced Information And Referral for Experienced Settlement Workers_Faed ...ocasiconference
This document provides an overview of an information and referral conference for experienced settlement workers. The conference objectives are to identify new developments and resources in the field, discuss essential skills and client expectations for quality information and referral, and identify key drivers of satisfaction and ways to measure service quality. The agenda covers topics such as the differences between providing information and referral to newcomers versus other groups, building knowledge bases, client service standards, and evaluating information and referral programs and websites. The document aims to help experienced settlement workers strengthen their skills in effectively researching and referring clients to community resources.
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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.
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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:
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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”.
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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.
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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
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Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
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10:08
9. To make the client interaction framework exercise more interesting I’m looking for 2, or ideally 3 volunteers who currently have a SSO (size is not important)
The role of the volunteer will be to talk about a couple of their shared service irritations and as we work our way through the 9 elements of the framework they’ll need to score their own SSO as of today that we’ll map on the flipcharts we prepared earlier.
10:08
9. To make the client interaction framework exercise more interesting I’m looking for 2, or ideally 3 volunteers who currently have a SSO (size is not important)
The role of the volunteer will be to talk about a couple of their shared service irritations and as we work our way through the 9 elements of the framework they’ll need to score their own SSO as of today that we’ll map on the flipcharts we prepared earlier.
10:08
9. To make the client interaction framework exercise more interesting I’m looking for 2, or ideally 3 volunteers who currently have a SSO (size is not important)
The role of the volunteer will be to talk about a couple of their shared service irritations and as we work our way through the 9 elements of the framework they’ll need to score their own SSO as of today that we’ll map on the flipcharts we prepared earlier.