When you are already a mature, successful, low-cost shared services operation, where do you go next? Unisys are in this enviable position, so how can they improve? In this session, Ian Chambers and Dave McKenzie share Unisys’ recent culture change programme secrets, detailing what characteristics are needed to operate a world-class performance in a customerfocused, service organisation. Learn: • Seven key things your organisation needs to do to provide a world-class service delivery • How to instil each of the seven cultural traits in your SSO staff with a ‘culture club’ • Discussion: Where to next for mature shared services?

1. The Seven Culture Traits To Take You To A
Customer-Focused Shared Service
Operation
sharedserviceslink.com Summit March 2012
Ian Chambers & David McKenzie

2. Agenda
• Unisys overview & SSC organisation
• How do we align our organisation to support our CEO’s
vision?
• Seven cultural traits
• Planning & launch
• Feedback & lessons learned
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3. UNISYS OVERVIEW AND SSC ORGANISTION
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4. About Unisys
• Major integrator and outsourcer for IT tasks
• Over 100 years of solving business challenges for the most
demanding governments and businesses in the world
• 24,000+ employees
• Clients in 80+ countries
• Serving Fortune 500 corporations, national and local
governments around the globe
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5. The SSC Today
7 Locations
26 Functions
430+ processes
650+ FTEs
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6. Unisys SSC Journey
• 1992 - First SSC established in Blue Bell , USA
• 1992 – 1998 Creation of Regional SSC Organisation
• 2005 – Creation of Global SSC in Bangalore
• 2005 onwards – Transition to globalised processes to Bangalore
• 2005 onwards – Focus on “value add” activities in regional SSC’s
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7. Unisys SSC Journey
• 2012 – Unisys have a mature and stable SSC Organisation
– High level of customer satisfaction
• “We are largely invisible” - this is a compliment !
– Highly developed concept of value add as well as cost
effective transaction processing
– How do we develop to the next stage of the SSC
journey?
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8. CEO’s Vision
• ED Coleman – Unisys CEO – Q1 2011
• We are all in sales!
• Every one has an important role to play in achieving our company’s
revenue growth objectives.
• For those in sales organizations, that role is clear.
• For those in other departments and functions, contributing to sales
success are also vitally important.
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9. HOW DO WE ALIGN OUR ORGANISATION TO SUPPORT
OUR CEO’s VISION
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10. © 2012 Unisys Corporation. All rights reserved. 10

11. What we did
• We wanted a scheme to include all employees
• So we asked for feedback through various mediums on...
• What are the key attributes to support sales ?
• What are the key cultural traits of our SSC organisation ?
• How do we align and encapsulate the two ?
• Feedback was positive ,enthusiastic and creative
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12. What we did
SSC Management team reviewed employee
input and agreed on seven key cultural traits
which encapsulated both the SSC ethos and our
CEO’s vision
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13. SO WHAT ARE THE SEVEN CULTURAL TRAITS
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14. EMPATHY
Able to “feel” another’s emotions and experience the
situation as the other person experiences it.
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15. RESOURCEFULNESS
Knows how to “get things done”. Ingenious, capable and
full of initiative, especially in dealing with difficult situations.
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16. OPTIMISM
Takes a positive view, no matter what the problem. “Can
do and will do” attitude
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17. IMAGINATION
Sees creative solutions. Not stuck in “that’s the way we’ve
always done it”. Being flexible to make rational decisions
that might violate the letter but not intent of a rule.
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18. PASSION
Action oriented with a love for making a difference
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19. ENTHUSIASM
Pleasant, happy, and eager to serve and to help
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20. PROACTIVE / RESPONSIVE
Acts in anticipation of future problems, needs, or
changes. “Runs to the problem”.
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21. Trait Summary
• So to recap the Seven Cultural Traits were
1. EMPATHY
2. RESOURCEFULNESS
3. OPTIMISM
4. IMAGINATION
5. PASSION
6. ENTHUSIASM
7. PROACTIVE/RESPONSIVE
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22. PLANNING AND LAUNCH
OK WHAT NOW HOW DO WE SHARE THESE
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23. • We wanted to create
– Something new that would stimulate and enthuse all and add to
employee satisfaction
– A programme which the employees owned and ran which was
separate to other forms of recognition –salary increases ,
promotions etc
– A form of peer recognition not bound by team structure or locati
– And .......SOMETHING THAT WAS FUN !
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24. And so .......
the CULTURE CLUB was born !!
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25. NOT THIS.......
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26. MORE
THIS
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27. SO HOW DOES THE CULTURE CLUB OPERATE
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28. Culture Club
Each location created
its own club identity
and chose
Symbol/Mascot
Favourite Food
Beverage
Motto/Quote
Movie
Theme Song
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29. How does the Culture Club operate ?
• Team members can nominate anyone in the SSC
organisation they think have demonstrated one of the
seven traits – not location or team specific
• There is no limitation on nominations an individual can
make or receive
• There is no significant monetary prize – just peer
recognition
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31. How does the Culture Club operate ?
• Quarterly each SSC location holds an event to announce
winners
• A winner is chosen for each of the seven traits – these are
the Magnificent Seven
• The Magnificent Seven then organise and judge the next
quarters event and winners
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33. Cultural Icon
• For each location a quarterly Cultural Icon is chosen from
the Magnificent Seven
• The Cultural Icon is the employee in that location who
“consistently demonstrates most ,if not all, of the cultural
traits”
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35. FEEDBACK AND LESSONS LEARNED
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36. Feedback and conclusions
• Clear communication that this was an employee led
initiative has reaped benefits
• Seen as peer to peer recognition without management
involvement
• Important that it is not linked to performance plans or salary
and career progression discussions
• Still early days but very positive feedback and signs are
positive
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37. QUESTIONS
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38. Thank You
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