Deloitte Shared Services, GBS &
BPO Conference Shared Services Design Through to Implementation
Berlin, Germany
Jo Hart & Charlotte Allen, Deloitte
22 – 23 September 2015
Shared Services Approach
• Assess Feasibility
• Design
• Implement
• Optimise
Questions
Agenda
Deloitte Shared Services, GBS & BPO Conference 2015 2
Shared Services Approach
What is the ideal way to approach the design and implementation of your shared services organisation?
Deloitte Shared Services, GBS & BPO Conference 2015 3
Assess Feasibility Design Implement Optimise
Value How will we create value for the organisation?
Project Management How will we manage the effort?
Process How must processes change?
Information Technology What application & IT infrastructure changes must be made?
Organisation & Human Resources How will we structure the organisation and workforce?
Site Selection & Facilities Where will we locate the SSCs?
Tax How can tax optimise our shared services initiative?
Security & Controls How will we verify that policies and procedures are followed?
Change Leadership & Learning How will we make change happen?
Assess Feasibility
How do you align your stakeholders before you start the journey?
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Method of adding value Low Cost /
Defined Service Level
Knowledge Transfer / Management Involvement
Relatio nsh ip to th e bu siness Spec ifi c (si te, uni t, region)
Local Support
(Focus on local delivery)
Local Business Partner
(Focus on value added support)
G eneric (com pany -wi de)
Shared Services Centre
(Focus on consistent &
efficient delivery)
Centre of Excellence
(Focus on policy &
process ownership)
Assess Feasibility Design Implement Optimise
03/ Prepare Business Case &
Roadmap
02/ Develop Vision
01/ Understand Scope
SST SSO Formed EDC Pilot EDC 100
Oct 2012
Mar 2013
Firm’s Tax
Jan 2014
Nov
2014 Feb 2015
Sep 2015
IT Service Desk
EDC Capability
Wave 1
Apr 2014
Waves 2 & 2.1
Jun 2014
5
BAU
Assess Feasibility
SSO Journey
Assess feasibility
Understand scope
6
Detailed process sessions with teams to capture all processes, Service Catalogues, KPIs, SLAs, systems and volumes
1b /
Interviewed functional leads to
validate opportunities and determine split of activities
1a /
1c /
Five day workshops with project and snr mgmt team to analyse all
processes against assumptions and activity filters. Recommendations proposed for each activity
Risk Comp advantage
Physical proximity
Regulatory issues
Client interaction
SSC READINESS
OFFSHORING READINESS
TBC TBC
Design
What should the Shared Services Organisation look like?
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Assess Feasibility Design Implement Optimise
Transitioning to shared services typically involves consolidating across four
dimensions of the business
Multiple locations
Multiple organisations Multiple
systems
Multiple processes
Shared Service
Define process Standardise policies
One organisation per process Move to one system
Rationalise systems Move to one database
One location Consolidate in region Consolidate in country
Harmonise processes
Separate from BUs
Common systems and processes are most critical to achieving business benefits
Full organisational and geographical
consolidation may not be necessary
(“virtual” Shared Services)
Design
Service Model
Deloitte Shared Services, GBS & BPO Conference 2015 8
Implement
What should the transition approach be?
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Assess Feasibility Design Implement Optimise
Budget, timeframe and risk appetite will influence the transition approach:
Process
Scope G lobal Re gi on al Loc al
Simplified Standardised Leading Practice NOW
GOAL b
c a
1c/ Standardise, then migrate to SSC
1b/ Migrate to SSC using legacy system, then standardise
1a/ Migrate to SSC and standardise at the
same time
Transition
Map high level processes
Analyse suitability of ICS
functions for inclusion in Shared Services
Decouple and support re-design of the teams/processes not
moving into Shared Services
Transfer people across from identified functions
Stand-up new Shared Services Organisation
Initial assessment of transformation options
Shortlist option and announce plans
Transfor m
Analyse SSC functions for viability of the shortlisted transformation option by further analysing
processes
Analyse broader feasibility of the preferred option
Consult with staff based on option selected
Decide on option to transform and develop detailed transformation plan
Draft new operating processes &
procedures
Create internal capability to operate in the transformed model
Transform operation to target operating model (multiple waves)
Matur e
Embed target operating model
Tune operating procedures
Embed continuous improvement
Identify additional areas for inclusion in Shared Services scope and plan for transition of these services
Implement
Restating the approach and aligning our terminology
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Until June 2013 Dependant on
Transformation Approach
Dependant on
Transformation Approach
Optimise
How can the Shared Services Organisation be optimised?
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Assess Feasibility Design Implement Optimise
Optimisation activities might focus on:
Optimisation
Expansion
Standardisation
Consolidation
T ransaction al G oin g bey on d transactio nal Ro le of SSC
Global process owner with end-to-end perspective
‘Lift and shift’
03/ Improving operational efficiency (benchmarking and diagnostics)
02/ Expanding the customer base or breadth of services offered
01/ Increasing process standardisation
(continuous improvement)
Optimise
Growth Model
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Workload
Partial Workload
EDC
Service lines
MK
Standardise MK
12
Investment
Enabling areas
People Technology
Process
13
Optimise
Growth Model
JO HART Head of Shared Services
Human Capital
Engagement, Participation, Communication
Training and Professional Qualifications
Coaching, Mentoring, Support People
Continuous Service Improvement
Group level White belt capability
A third of function with Yellow belt capability
Automation, Elimination, Re-engineering
Technology
Robotic Process Automation (RPA)
User replacement – 24/7 robot
Efficiency increase range of 1:2 – 1:4
Decreased defects and failure Process
14
Optimise
Improving operational efficiency
JO HART Head of Shared Services
Right blend of Business SME/Project resources (backfill)
Formal knowledge transfer & investment in training product development
Virtual team management creates its own challenges People
Technology
Ensure Data Security/Risk/IT are aligned
Local IT capability provisioning is key to success
Assume nothing! Test, test, test Process
Investment in process mapping & operating model design
Blend of fix & shift/lift & shift
Minimise disruption with a reduced timeline
15
Optimise
Improving operational efficiency
Thank you!
Any questions?
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