Roadmap Tosharedservices PDF

DELIVERING THE PROMISE …
Shared Services & Process Improvement

for Higher Education & Government
Business Case & Roadmap to Shared Services
A Comprehensive Guide
November 19, 2014 | San Diego, California
North America | Latin America | Europe | Middle East | Africa | Asia

© Chazey Partners 2014 North America | Latin America | Europe | Middle East | Africa | Asia 1
©Chazey Partners 2014
CHAS MOORE ROBERT TOWLE
Managing Director Managing Director
North America (West) North America (East)
Tel: (250) 469-4168 Tel: (862) 812-7851
chasmoore@chazeypartners.com roberttowle@chazeypartners.com
Chas has 19 years of experience in business leadership, Robert has over 20 years of experience in Finance, Shared
management and Shared Services implementations. He Services and Technology implementations. He has
leverages his extensive experience in healthcare and managed multiple shared services transformation projects
industry to help teams innovate effective and realistic and has held multiple roles managing shared services
solutions for complex industries. Prior to his recent operations in the U.S., U.K. and in multiple locations in
assignments he was the Interior Health Business Support India. Prior to his recent assignments, he was the Vice
Director for Corporate Initiatives leading Shared Services President of Finance for Pinkerton Consulting.
implementations involving the Canadian healthcare
Prior to Pinkerton, Robert was the Vice President of
sector. Prior to the formation of Interior Health, Chas was
Global Operations Finance for Travelport Limited, with
the CFO of one of the 18 predecessor organizations.
responsibilities including the management of company’s
In addition to his Canadian assignments, Chas provides Indian Shared Service Center, global corporate travel and
subject matter and technical expertise to American clients North American payroll operations.
and holds a US work visa. He has extensive experience in
He is well suited to developing transformation activities,
project management, business case development,
but is comfortable focusing on daily operational issues,
mentoring & coaching, and public speaking, including
managing staff at all levels and ensuring a high level of
facilitation at several international Shared Services events.
customer service.
Chas is a Chartered Professional Accountant, Chartered
Robert holds an MBA with dual concentrations in Finance
Accountant, and has a BSc Degree in Microbiology from
and Information Technology from Auburn University.
the University of British Columbia.

©Chazey Partners 2014 North America | Latin America | Europe | Middle East | Africa | Asia 2
Key steps to building a
What is a Shared
successful Business Developing a multi-
Services Business Case,
Case for Shared phase roadmap for
and why is it so
Services in the Public your Shared Services
essential?
Sector
Lessons learned from

Failure to launch? highly effective
How to avoid costly examples of Shared
mistakes! Services in the Public
Sector

Chazey Partners Profile
Shared Services Concepts
Roadmap & Activity 1
Business Case
Lessons Learned & Activity 2

Chazey Profile
Who We Are What We Do Where We Focus

Over 20 Years Experience Strategic advice The big four:
Offices in Project management • Finance
North & Latin America, • Human Resources
Ireland, United Kingdom, Business case
Europe & Singapore development • Information Technology
Support from concept to • Procurement
Practitioner led
realization
Over 50 active full-time staff Other back office:
and over 70 specialized For new, existing and
mature organizations • Facilities
resources
• Office Administration
Knowledge transfer
• Communications
Client-focused approach

Who We Have Worked With
OUR CLIENTS
WHERE HAVE WE COME FROM

Testimonials
“Chazey’s team all have a strong background as CFOs or Finance or HR leads in

global organizations, and understand the ins and outs of a Shared Services
environment. They are familiar with all phases, whether a new launch or a mature Manolis Fafalios
operation. That’s the kind of knowledge that even a good consulting team cannot Shared Services
give you. It’s based on real-life experience. In addition, Chazey has access to a (Transition) Director
wealth of benchmark data based on their own experience across different Coca-Cola Hellenic
industries. These best practices proved valuable when analyzing processes to
incorporate into our own model.”
“Critical to our success was the great partnership that we formed with the Chazey
Andrea Seymour team. By embedding Chazey staff into our GNB work groups we were able to
Former Chief create a collaborative and interactive relationship that was very different from a
Operating Officer, traditional vendor client arrangement. Phil, Grant and John (and others) brought
a depth of shared service knowledge, along with tactical expertise from multiple
New Brunswick
previous implementations that enhanced the approach developed by our GNB
Internal Services
core team. This integration of teams allowed us to produce a dynamic GNB
Agency specific service strategy, based on best practices and world class implementation
techniques.”
“We were impressed by the Chazey team’s responsiveness and professionalism

in reacting and managing this assignment at very short notice and with highly Les Gill
restricted timelines. The Study Report we received clearly reflected their depth of Senior Director, HR
first-hand experience and knowledge. In addition, the quality of insight they Shared Services
brought to the assignment resulted in a Study Report which was clear, Gilead Sciences, Inc.
North America and
comprehensive | Latin
putAmerica | Europeto| make
us in a position Middle East | Africa
a decision on a|very
Asia sound
base.” Partners 2014
©Chazey North America | Latin America | Europe | Middle East | Africa | Asia 7
Shared Services Concepts

Elevator • Treats its internal client with the same level of respect and service that external clients
Speech expect
• Provides non-core services to the “business”, employing a specialist team,

geographically unconstrained, and focusing on the requirements of the internal
Definition client. This involves a philosophy and approach totally unlike traditional “corporate-
driven” centralization.
• Has the goal of providing high quality, non-core, but mission critical services (which
can include both repetitive common processes and more specialized professional
Goal services) to the business at lower cost and more efficiently than the business could
otherwise provide for itself.
• Achieves cost savings and higher quality of service by leveraging organizational re-
How-To alignment, economies of scale, technology, lower cost locations, standardized end-to-
end processes and best practice.

Centralization/Decentralization Cycle
Decentralized Centralized
Challenges Benefits Shared Benefits Challenges

 Disparate  Responsive  Highly client  Common  Remote from
processes to Business focused systems and business
 Multiple and  Commercially support  Unresponsive
standards Operational driven  Consistent and inflexible
needs standards
 Duplication of  Service  No Business/
effort  Business/ Partnership and controls Operational
Operations Agreements  Tight control control over
 Different control
control  Clear unit costs environment costs
decisions
environments  Flexible  Economies of  Viewed as
 Customized scale central
 High cost and solutions to delivery
costs unclear overhead
meet  Clear
across the Business/ understanding  Prevalence of
business Operational of drivers and shadow
 Not scalable requirements activities operations

Client Process
• Service orientation in place • Processes documented
• Structured way of dealing with customers • Standardized, controlled & repeatable activity
• Customer satisfaction levels understood • Recharging methodology
• SPAs in place • Benchmarking – internal/external
• Reality versus perception • Metrics: Control Based; (ii) Efficiency &
• Account management Effectiveness
Technology People
• ERP implemented • Skilled Leadership in place – do not compromise on
• Document Scanning Solution competencies
• Workflow • Team shape & stability – process shaped/spans of
• Automated Payments control/staff – perm v temps
• Elimination of Side Systems • Team members – culture, values & behavioral competencies
• Self services tools assessed
• Automated Score Cards • Team morale, reward & retention
• Working environment conducive to team working
Scenario: “Management decides to reduce the hours of their help desk for their
information technology services.” What are the key drivers behind the decision?
Corporatization/Centralization:
• Users of service must accept corporate
direction Transformed Shared Services:
• Cost containment is prioritized over
performance • If consumers of service are unhappy, they’ll
leave
• Performance is prioritized over cost
containment
If your organization is not focused on the client, you either:

Do not have Will not
transformed or have transformation
Shared Services for long (it will fail)
Through a formal framework: The Client Interaction Framework (CIF) distinguishes a
leading practices Shared Services from a simple act of centralization and drives a spirit
of partnership between the SSO, its clients, and all key stakeholders
Without CIF With CIF

• Lack clarity on who does what • Outward looking and proactive
• “Perception versus reality” • Client-orientated
• Focus is on negative aspects of • Deliver to pre-defined standards of
service delivery service to meet agreed client needs
• One-way traffic without traction • Accountable and measured, using
• Strained client relationships metrics and KPIs
• Not proactive; takes effort to • Drive cost of service towards a
maintain morale world-class standard
• Takes emphasis away from • Active management of client
customer service relationships

Account Client Contact Service Partnership
Management Management Agreements
• SSO to client; via reporting, • Client to SSO; to manage • SPAs are 2-way agreements
interaction, escalation & and resolve queries and clarifying both SSO services
communication drive learning/improvement and client inputs
Client Continuous Process Control

Feedback Improvement Database
• Client satisfaction • Mechanisms to identify the • Documents end-to-end SSO
continuously monitored areas for improvement and processes; highlights
both informally and formally to develop solutions activity of both SSO & client
Performance Performance Recharging

Measurement Reporting Methodology
• Comprehensive KPIs, • Process performance will be • Define basis for charging for
measures and metrics reviewed monthly by SSO SSO services to turn
framework, SSO & client and client consumers into clients

Proces
Input Output
s
Input Operational Output

KPIs & Individual KPIs KPIs
Measure client input to process Measure effectiveness Measures the success,
Timely, standardized and in the and efficiency of SSO quality and effectiveness
prescribed format? “The engine room” of service delivery
Upstream part of process Achieving targets? Downstream part of
process
Aka “leading” or “reverse” Working as a team?
indicators Aka “lagging” indicators
Roadmap & Activity 1

Business Case
•Provides framework to achieve executive buy-in & sign-off; Acts as essential control mechanism
•Key activities: stakeholder interviews, Activity Based Analysis, Leading Practices Diagnostics
Design
•Provides all templates, plans and frameworks to support actual deployment
•Key activities: Design processes & technology, plans for training, hiring & employee transition
Build
•Building processes & technology, training staff, and set-up of end-state location
•Key Activities: Configure processes, build technology, recruitment & training
Deploy
•Full operationalization of new end-state across organization with new processes and systems
•Key activities: Detailed deployment plan, testing, Service Partnership Agreements
Stabilize
•All functions fully integrated, process-orientated, client-focused, culture of continuous improvement
•Key Activities: Optimize work allocation, continuous training, comprehensive feedback review

Purpose
• Trade cards with other tables to get a set of seven activities that are aligned with
your designated phase
Set Up
• Each table has an envelope containing 8 cards
• One card designates your table’s phase
• Seven cards describe activities
Instructions
• Open up envelope and note your table’s designated phase
• Discuss at your tables which of the seven activity cards:
• Are aligned with your phase
• Need to be traded with another table
• Trade cards with other tables: you may only trade one card at a time and you must
accept another card in return; your table will always have 7 activity cards

Business Design Build Deploy Stabilize
Case • To-Be Process • Validate/Test • Resource • Stabilize
Design Processes in Deployment Operations
• Complete Activity • Define Required Conference Room Team • Optimize Work
Based Analysis Competencies & Pilots • Deliver Detailed Allocation
• Confirm Baseline Identify Gaps • Build Technology Deployment Plan. • Assess Client
Performance • Develop Initial Enabled • Test Readiness for Interaction
• Complete Technology Processes Go-Live & Framework
Stakeholder Specifications • Develop Detailed Execute • Implement
Analysis • Select Location, Deployment & • Implement & Sign Continuous
• Leading Practices Design Facility Cutover Plan Off Service Improvement
Diagnostics Confirm Costs • Recruitment & Partnership • Assess
• Create • Adapt/Write Job Training Agreements Technology Tools
Opportunity Descriptions • Build Service (SPAs) • Implement
Matrix • Develop Partnership • Work Shadowing Continuous
• Finalize Technology Agreements & Knowledge Training
technology Roadmap (SPAs) Transfer • Conduct
assessment • Complete Job • Develop KPIs & • Implement Comprehensive
• Develop Financial Impact Analysis Metric tools Employee Feedback Review
Business Case • Build/Adapt End Transition Plan
State Facility • Roll Out
Technology with
Training

Was this harder or easier than you expected? Did anything surprise you?
Were you able to get a set of activities that aligned to your phase?
Was your table able to achieve consensus on which activities:
• From the original set aligned with your phase

• To accept in trade from other tables
• Made it into your final set of activities
Did any activities fit into more than one phase?
Did you discern clear tollgates and logic between the phases?
Do you see any benefits or constraints by organizing the activities in this way?

Business Case

Project Baseline Opportunity Report &
Initiation Matrix Presentation
Financial
To-Be Leading Business Case
Baseline Technology
Reports & Data Landscape Practices Organizational
Diagnostics Structure
Operating
Stakeholder High-Level Technology Model
Interviews Benchmarking Assessment Governance &
Policy
As-Is/Client As-Is Leading Frameworks
Interaction Location
Practices Analysis Change
Workshops Diagnostics Management &
Comms Plan
Activity Based Stakeholder To-Be Design Implementation
Analysis Analysis Principles Plan

Lessons Learned & Activity 2

FAMILY FEUD FAMILY FEUD FAMILY FEUD FAMILY FEUD FAMILY FEU
FAMILY FEUD FAMILY FEUD FAMILY FEUD FAMILY FEUD FAMILY FE

Round 1
0
Achieve Efficiency Innovation &
Savings 24 Culture Change 11
Improve Quality & Critical Mass for

Leading Practices 20 Technology Enablement 7
Compliance, Visibility, Free Up Capacity and

Control 17 Enable the Business 5
Enable Alternative
Scalability 14 Service Delivery Models 2
Win Lose Cheer Boo Silence

Round 2
0
ERP 35 Social Media 5
Document Management
& Workflow 28
Case Management &

Performance Measurement 20
Cloud 12

Round 3
0
Lack of Standardized
Shadow Operations 24 Processes 11
Low Customer High Employee Turnover,

Satisfaction Scores 20 Center is “too quiet” 7
Complaints about Minimal use of

Paying Chargebacks 17 Automation Tools 5
Losing Clients/ High Cost of

Market Share 14 Operation 2

Round 4
0
Lack of senior level Roles & Responsibilities
sponsorship 31 Poorly Defined 9
No Business Case/
Weak Project Management 25 Weak processes 3
Taking on Too Much/

Too Soon 18
Technology Issues 14

Round 5
0
Executive sponsorship Innovate &
Is key 24 Continuously improve 11
Develop clear Global Standards &

Business case 20 Process Ownership 7
Do not Underestimate Standardize &

Change Management 17 Integrate Technology 5
Leverage Formal Client Transformation

Interaction Framework 14 Takes a Team 2

Got CIF?
Go to www.chazeypartners.com/cif and complete the
Client Interaction Framework (CIF) Self-Assessment
Obtain your free report and access to resources
Remember that without client engagement, there is no
©Chazey Partners 2014 North America |
Shared
North America | Latin America | Europe | Middle
Latin America |
Services
East | Africa | Asia
Europe | Middle East | Africa | Asia 34
1. Without client engagement,
there is no Shared Services
2. You need a structured,
proactive approach to
manage the client
relationship
3. A robust business case
helps achieve executive
buy-in & acts as an essential
control mechanism Leverage our Experience
for Your Success

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DELIVERING THE PROMISE …

Shared Services & Process Improvement

North America | Latin America | Europe | Middle East | Africa | Asia

North America | Latin America | Europe | Middle East | Africa | Asia

Lessons learned from

North America | Latin America | Europe | Middle East | Africa | Asia

Shared Services Concepts

Roadmap & Activity 1

Lessons Learned & Activity 2

North America | Latin America | Europe | Middle East | Africa | Asia

Who We Are What We Do Where We Focus

North America | Latin America | Europe | Middle East | Africa | Asia

WHERE HAVE WE COME FROM

North America | Latin America | Europe | Middle East | Africa | Asia

“Chazey’s team all have a strong background as CFOs or Finance or HR leads in

“We were impressed by the Chazey team’s responsiveness and professionalism

North America | Latin America | Europe | Middle East | Africa | Asia

• Provides non-core services to the “business”, employing a specialist team,

North America | Latin America | Europe | Middle East | Africa | Asia

Challenges Benefits Shared Benefits Challenges

North America | Latin America | Europe | Middle East | Africa | Asia

If your organization is not focused on the client, you either:

Without CIF With CIF

North America | Latin America | Europe | Middle East | Africa | Asia

Client Continuous Process Control

Performance Performance Recharging

North America | Latin America | Europe | Middle East | Africa | Asia

Input Operational Output

North America | Latin America | Europe | Middle East | Africa | Asia

North America | Latin America | Europe | Middle East | Africa | Asia

North America | Latin America | Europe | Middle East | Africa | Asia

North America | Latin America | Europe | Middle East | Africa | Asia

Was your table able to achieve consensus on which activities:

• From the original set aligned with your phase

Did any activities fit into more than one phase?

North America | Latin America | Europe | Middle East | Africa | Asia

North America | Latin America | Europe | Middle East | Africa | Asia

North America | Latin America | Europe | Middle East | Africa | Asia

North America | Latin America | Europe | Middle East | Africa | Asia

FAMILY FEUD FAMILY FEUD FAMILY FEUD FAMILY FEUD FAMILY FE

Improve Quality & Critical Mass for

Compliance, Visibility, Free Up Capacity and

Win Lose Cheer Boo Silence

Case Management &

Win Lose Cheer Boo Silence

Low Customer High Employee Turnover,

Complaints about Minimal use of

Losing Clients/ High Cost of

Win Lose Cheer Boo Silence

Taking on Too Much/

Win Lose Cheer Boo Silence

Develop clear Global Standards &

Do not Underestimate Standardize &

Leverage Formal Client Transformation

Win Lose Cheer Boo Silence

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