Deloitte Shared Services, GBS & Implementation · Deloitte Shared Services, GBS & BPO Conference...

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

2 Deloitte Shared Services, GBS & BPO Conference 2015

Shared Services Approach What is the ideal way to approach the design and implementation of your shared

services organisation?


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?

Deloitte Shared Services, GBS & BPO Conference 2015 4

Method of adding value

Low Cost / Defined Service Level

Knowledge Transfer / Management Involvement

Rela

tio

nsh

ip t

o t

he b

usin

ess

Specific

(s

ite,

unit,

regio

n) Local Support

(Focus on local

delivery)

Local Business Partner

(Focus on value

added support)

Generic

(com

pany-w

ide)

Shared Services Centre

(Focus on consistent &

efficient delivery)

Centre of Excellence

(Focus on policy &

process ownership)


03/ Prepare Business Case &

Roadmap

02/ Develop Vision

01/ Understand Scope

SST EDC Pilot EDC 100 SSO Formed

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

RiskComp

advantage

Physical

proximity

Regulatory

issues

Client

interaction

SSC

READINESS

OFFSHORING

READINESS

TBC TBC

Design What should the Shared Services Organisation look like?



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


Implement What should the transition approach be?



Budget, timeframe and risk appetite will

influence the transition approach:

Process S

co

pe

Glo

bal

Re

gio

nal

Local

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

Tran

siti

on

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

Tran

sfo

rm

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)

Matu

re

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


Until June 2013 Dependant on

Transformation Approach

Dependant on

Transformation Approach

Optimise How can the Shared Services Organisation be optimised?



Optimisation activities might focus on:

Optimisation

Expansion

Standardisation

Consolidation

Tra

nsacti

on

al

Go

ing

beyo

nd

tran

sacti

on

al

Ro

le o

f S

SC

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


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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Deloitte Shared Services, GBS & Implementation · Deloitte Shared Services, GBS & BPO Conference...

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