Download - Shared Services 2.0 - Where next? Paul Wickens Director - NICS Shared Services Organisation
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Shared Services 2.0- Where next?
Paul WickensDirector - NICS Shared Services Organisation
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Getting the process right
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Reasons for establishing SSO
Are no longer just about cost: Effective service delivery is now as important as improving efficiency.Are becoming more strategic: ‘Link to strategy’ is the fastest growing driver for shared services
© The Hackett Group 2009
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Bringing them all together!
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Integrating Shared Services• Greater clarity on accountability• Sharper focus on the customer experience• Enhanced level of collaboration, co-ordination and
integration• Improved efficiency through rationalisation and co-
ordination of specific skills e.g. contract and supplier management
• Opportunity to benchmark and share best practice
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Direction of Travel
Today
SSO“As Is” Model
Target Operating Model
SSO 2.0
Transition Transformation
Letting the
paint dry…. Moving on
Journey Map
Out of breath!
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Reason to Operate as a Multi-function SSO
76%73%
55%52%
48%
3%
Service delivery moreeffective across
functions
Shared managementinfrastructure reduces
costs
Suits our businessmodel to be cross
functional
Enables SSO to havecritical mass it would
lack as a single function
Enables end to endprocess management
Other
© The Hackett Group 2009
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Nearly half of organisations now have multi-functional SSOs
76%72%
58%55%
51% 52%
26% 28%
42%45%
49% 48%
2003 2004 2005 2006 2007 2008
Within individual functions Across several functions © The Hackett Group 2009
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Functions included in SSO
15%
17%
19%
19%
25%
30%
33%
50%
76%
Others
Supply Chain
Executive & Corporate Services (Real Estate, Facilities, Government Affairs, etc.)
Legal
Customer Service
Procurement
Information Technology
Human Resources
Finance
© The Hackett Group 2009
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Hype Cycle for Government Transformation, 2009
© Gartner, 2009
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Moving to World-Class• Customer Experience:
– “The customer’s perceptions and related feelings caused by the one-off and cumulative effect of interactions with a supplier’s employees, systems, channels or products.”
• Customer Experience Management– “The practice of designing and
reacting to customer interactions to meet or exceed customer expectations to increase customer satisfaction, loyalty and advocacy.”
• Gartner (2009)
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Efficiency vs. Effectiveness• Being efficient doesn't
mean you are effective in reaching your goals.
• “Efficiency is doing things right; effectiveness is doing the right things.” – Peter F. Drucker
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The SSO Hackett Value GridTM
EFFECTIVENESS
Partnership
Quality
Talent Management
Cost Cycle Time Technology Enablement
Complexity Governance
EFFICIENCY© The Hackett Group 2009
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Productivity
SSO implementation’s impact on performance
Customer ServiceQuality
83% of companies saw more than 10% of productivity improvement
79% of companies saw more than 10% of quality improvement
75% of companies saw more than 10% of customer service improvement
25%
24%
22%
13%
1%12%
3%
21 to 40%41 to 60% World-Class>60% 11 to 20% 1 to 10% No Change
15%
30%
22%
15%
1%12%
5%
20%
22%24%
15%
1%9%9%
Negative Impact © The Hackett Group 2009
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Immediate priorities
• Establish “as is” SSO on 01 January 2010 • No disruption to customers – “business as usual”• Resolve residual implementation issues• Move quickly from project to service mode• Build confidence and manage expectations• Deliver quick wins by 01 January 2010• Implement new governance arrangements • Develop communications strategy• Begin the strategic planning process for SSO 2.0
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Thank-you!