Maximize the Value of your Shared Service Center
Maximize the Value of your Shared Service Center
For well over a decade, organizations in both public and private sectors have been leveraging Shared Service Center models to drive costs out of back office operations, drive business process standardization and achieve a higher degree of control / visibility into operations.
Since 1998, IT Convergence has helped US-based multinational companies to undertake large transformational projects at both regional (e.g. Latin America or Asia) and global scales. ITC sits at the intersection of business and technology. Within the context of transformational projects such as Shared Service Center, ITC provides a wide range of services including:
Review the custom content we have tailored depending on your specific area of interest or function:
Finance
Human Resources
Customer Service
Procurement
SSC Planning & Global Design
An effective global/regional design phase will include a clear vision for which business processes/transactions will be addressed by the SSC and which will be addressed by local teams.
Failure to identify key requirements during a design phase can result in unexpected budget increases later in the project as well as users processing transactions outside the system.
How Change Management & Training can Guarantee You an Outstanding Project Success
A Shared Service Center is a disruptive initiative and as a result a result Organizational Change risk must be measured and addressed.
Failure to manage change risk can result in loss of key employees and organizational resistance to the SSC initiative.
Failure to adequate train staff on future state processes and IT systems will result in poor productivity, undermining the value of the SSC initiative.
Managing SSC’s IT Requirements
Frequently, Shared Service Center initiatives include a technology change that enables the business transformation.
Aggregating large volumes of transactions can present significant opportunities for cost savings, but also greatly increases the cost associated with any type of system outage or other service disruption.
Organizations need to determine whether the capabilities and skills required to support the future state IT environment will be developed internally or outsourced, in order to effectively balance cost and risk.
SSC’s Implementation – Do’s & Don’ts
Centralizing transactions from multiple business units or geographies involves making systems decisions that will impact the implementation approach and long term cost of the system.
Examples include local multi-language features, multi-currency transaction processing and local accounting and taxation requirements.
SSC Streamlined business process #1
When executing thousands or even millions of business transactions per day, the time required to execute a repetitive activity within an IT application or to pull information from the system becomes very important.
The good news is that the scale of a Shared Service Center often provides economies of scale
that support technology investments which could not be justified in a fragmented transaction processing model.
Within this webcast series, ITC will highlight technologies that can streamline transaction processing within new or existing enterprise applications.
SSC Streamlined Business Process #2
When executing thousands or even millions of business transactions per day, the time required to execute a repetitive activity within an IT application or to pull information from the system becomes very important.
The good news is that the scale of a Shared Service Center often provides economies of scale that support technology investments which could not be justified in a fragmented transaction processing model.
Within this webcast series, ITC will highlight technologies that can streamline transaction processing within new or existing enterprise applications.
SSC KPIs & Operational Analytics
Most transformational projects have an associated business case and often a hard ROI analysis.
ITC will provide information on how to obtain the baseline cost of executing a business transaction and plan an appropriate staffing level for a Shared Service Center team.
ITC will also present information on tools and technologies that allow organizations to review daily transaction processing in order to identify skill gaps or bottlenecks that can undermine the value of the Shared Service Center.
SSC Continuous Process Improvement
Most Shared Service Center projects include an assumption that the SSC will become a business process center of excellence.
To achieve the promised value of a center of excellence, business processes must be continuously analyzed and refined, while standard execution of business processes must be measured and enforced.
ITC will present information on how to model and refine business processes and propagate a common understanding of standard business processes throughout the organization.
Resources