Finance Shared Services Project Lessons Learned
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Presentation on lessons of Finance Shared Service Centre implementation at BAT Russia delivered at Marcus Evans conference in Amsterdam, March 2008. I was the Project Manager for this change programme.
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Finance Shared Services Project Lessons Learned
- 1. Efficiency in Managing a Finance Shared Service Centre at British American Tobacco Russia Kirill Popadyuk
- 2. British American Tobacco Russia
- 3. Finance Service Centre (FSC) Russian Accounts Travel & Inter- Statutory Payable Expense company Reporting Russian Accounts Fixed Banking Tax Receivable Assets Reporting IFRS General Treasury Payroll Trial Ledger Dealing Balance
- 4. Efficiency Growth, 2006-2007 17500 40 8700 invoice/month invoice/AP per day 93 FTEs 88 FTEs 83 FTEs 12 76 FTEs Jun 06 Jun 07 Dec 07 Dec 06
- 5. Efficiency: the Art of Trade-off
- 6. Efficiency Battlefield external requirements internal requirements professionalism tax & law compliance People cost pressure fair remuneration Systems control environment segregation of duties Processes standardisation agility
- 7. Efficiency Battlefield: Processes external requirements internal requirements professionalism tax & law compliance People cost pressure fair remuneration Systems control environment segregation of duties Processes standardisation agility
- 8. Processes: Unavoidable Trade-offs agility vs. standardisation demand for FSC services mutual key performance varies significantly over indicators for FSC and the course of the year the Client the Client anticipates service level agreement extra “free” services transparent issue debate over the borders escalation mechanism of responsibility emerges the Client Board
- 9. Processes: Unavoidable Trade-offs tax & law compliance vs. standardisation local specifics fact-based Client complicates global expectation process unification management local specifics slows active risk management standard processes the Client Board down (“bureaucracy premium”) and creates new processes
- 10. Processes: Unavoidable Trade-offs cost pressure vs. segregation of duties correct segregation of involving supervisory duties may lead to an (vs. operational) increase in headcount positions for certain sensitive transactions less of a problem for large shared service centres
- 11. Efficiency Battlefield: Systems external requirements internal requirements professionalism tax & law compliance People cost pressure fair remuneration Systems control environment segregation of duties Processe s standardisation agility
- 12. Systems: Unavoidable Trade-offs agility vs. standardisation Client’s innovative fact-based Client projects may require expectation new specific services management certain Client’s demands the Client Board to are exceptional and not authorise changes in the supported by existing service level agreement systems introduction of self- service where feasible
- 13. Systems: Unavoidable Trade-offs tax & law compliance vs. standardisation local specifics justification of any complicates global departure from standard system unification systems considering all risks (e.g. tax-related) additional systems and and opportunities their integration is required
- 14. Efficiency Battlefield: People external requirements internal requirements professionalism tax & law compliance People cost pressure fair remuneration Systems control environment segregation of duties Processe s standardisation agility
- 15. People: Unavoidable Trade-offs agility vs. standardisation Client-centred work and shift from managing an posting invoices require accounting department different skill sets to service management certain Client’s demands the Client Board to are exceptional and not authorise changes in the supported by existing service level agreement skill set
- 16. People: Unavoidable Trade-offs cost pressure vs. fair remuneration demand for FSC services flexible arrangements to varies significantly over allow quick increase in the course of the year temporary headcount greater professionalism organisational structure requires higher allowing for routine remuneration transaction processing relocation to cheaper regions
- 17. Efficiency in Managing a Service Centre Client expectations management clear mutual KPIs service level Client Board agreement risk management service management