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Business services concept and operating model dimensions

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Business services concept and operating model dimensions by Joakim Abeleen, Senior Manager at KPMG Denmark

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Business services concept and operating model dimensions

  1. 1. Business services concept and operating model dimensions GBS Roadmap: Driving Value and Performance Joakim Abeleen 28 April 2015
  2. 2. 1© 2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. What is Global Business Services (GBS)? An integrated platform to deliver enterprise business services Drives efficiency and business outcomes Evolves with the market and company needs Key Capabilities: ■ Multi-functional business processes ■ Multi-channel service delivery – outsourced, shared services and centers of excellence ■ Process ownership and management ■ Common information technology ■ Enterprise-wide governance
  3. 3. 2© 2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. GBS is a journey: Five levels of GBS maturity BUSINESS SERVICES MATURITY • ** Typical Savings with Progressive Maturity • Companies performing at Levels 4 and 5 typically achieve 3-5% higher ROE Level 01 FRAGMENTED  Decentralized service delivery model  Duplicative functions, processes, and technology  Little central control and governance over business support services  Supply driven delivery model Level 02 SUB-SCALED  Consolidated delivery model  Leverage economies of scale for highly transactional services  Shared services or outsourcing typically on a single-function, regional basis  Supply driven delivery model Level 03 SCALED  Multi-functional service delivery model that operates in siloes  Variation around the inclusion and level of processes, technology, and governance standardization  Transition to demand driven delivery model Level 04 INTEGRATED  Enterprise wide multi- functional transactional and specialist business service model  Coordinated processes, technology, governance, and multi-channel delivery for scale and adaptability  Demand driven delivery model Level 05 STRATEGIC  Multi-functional, multi- channel business service delivery synced end to end  Provides transactional, expert, and analytic services  Managed through integrated, outcome- oriented governance  Demand driven delivery model ** Level 1 to 2 15% ** Level 2 to 3 7% **Level 3 to 4 7% **Level 4 to 5 3% **At Level 5 3% Yr-on-Yr
  4. 4. 3© 2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. GBS is enabled and optimized by multiple dimensions CHANGE AND PROGRAM MANAGEMENT A focused, holistic approach for getting the people and the enterprise ready, willing, and able to fully adopt and sustain changes through targeted strategies promoting understanding, buy-in and ownership. Change management helps to achieve greater realization of expected benefits, reduce resistance, and mitigate risks that might undermine the value of the initiative OPERATIONAL EXCELLENCE On-going focus on problem solving, improvement, and GBS transformation outputs toward delivering high quality, seamless, and consistent business solutions COMMERCIAL PERSPECTIVE Customer relationship model defining the way GBS operates “like a business”, and engages with customers DELIVERY AND SOURCING STRATEGY The defined strategic intent of the GBS organization, its purpose and relationship to the overall enterprise SERVICE PORTFOLIO Definition of the breadth, depth, geographic reach of services provided by GBS TALENT MANAGEMENT Flexible, integrated enterprise talent management model designed to attract, retain and engage resources ENABLING TECHNOLOGY Common technology platform across ERP, applications, and tools to enable standardized services TAX AND RISK OPTIMIZATION Monitor and manage change and regulations, including fiscal, legal, and tax DATA AND ANALYTICS Enhanced value through the capture, collection, analysis and visualization predictive and prescriptive analytics PROCESS EXCELLENCE Deployment of end-to-end service s with focus on quality, continuous improvement and innovation ENTERPRISE SERVICE GOVERNANCE An integrated way of working to engage with stakeholders and manage overall service delivery
  5. 5. 4© 2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. How to define growth strategies? M&A New markets New products New businesses Growth Understand how to better engage with customers. Brand Loyalty Customer Acquisition Product/Svc Strategy Customer Engagement How to make global operations decisions? The most effective operating model? Operating Strategy Global Business Svcs. Shared Services Global Operations Where are opportunities aligned to your business? How to manage risk/return BRIC MEA Emerging Markets How to manage uncertainty around legislative change? Where to focus? Government Regulation Tax Issues Legislative Where are the opportunities to reduce cost without impairment to the business? Balance Growth goals with cost reduction Cost Reduction Focus on opportunities in new technology while leveraging legacy investments. Digital Mobile Social IT Consumerization Internet of Things Cloud Technology Disruption How to focus on the right data to convert to knowledge? Big Data Analytics Knowledge to Insight Data Overload How to retain, empower and manage this critical corporate asset? Learning & Development Acquisition & Retention Talent Development Talent & Human Capital Issues facing executives today
  6. 6. 5© 2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The shift from cost focus to value focus Although reducing indirect cost still remains the primary reason companies re-evaluate their service delivery models, there has been increasing focus on value creation and innovation in recent years. I need to drive down operating costs I want end-to-end process optimization I want real-time data- driven insights I want seamless integration of acquisitions I want access to good quality data I want cost effective, flexible services I want to tackle emerging markets I want a seamless brand experience I want to drive product innovation I want business agility Strategic priorities
  7. 7. 6© 2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Beyond cost savings Unlock the Power of Data & Analytics ■ Increase sophistication and centralize DA (remove duplicate systems, add tracking where needed, one ERP system, process requests faster, ability to track process breakdown utilizing analytics, identify missing process controls) ■ Common platforms and common processes and capabilities Mitigate Overall Business Risk & Ensure Compliance ■ Proactive vs reactive response to regulatory demands ■ Global repository of regulatory requirements (tracking, reporting, and process driven common response to regulatory mandates) Achieve Excellence & Consistency in Customer Experience ■ Ensure consistent experience to the customer (uniform and consistent methods and platforms to respond to customer requests) ■ Utilize VOC and validate using internal DA information ■ Implement user satisfaction Indexes Build Internal Repository of High Quality Talent ■ Build professionals within GBS that can be sourced out to the other business functions and train/provide services – source of internal high quality talent ■ Establish a clearer career path for GBS professionals ■ Leverage skills & build training Increase Effectiveness & Ability to Scale ■ Need to be able to provide effective services, effective outcomes. i.e., Integrate project management to deploy lean six sigma and continuous improvement and effectiveness of delivery goes up due to centralized leadership of the different functions Establish a Consistent Brand Experience ■ Improve competitive position ■ Support consistency of global brand experience Enhance Sophistication & Collaboration ■ Mind shift in terms of professionalism. GBS organizations have much higher level of expectation in terms of it being a provider of choice, and a lever for cost competitiveness ■ Share skills and knowledge across the organization ■ End to end process standardization for non standardized products/services and business units ■ Process owners identification and accountability ■ Process controls and continues process improvement ■ Process automation Drive Process Excellence
  8. 8. 7© 2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Maturity survey analysis: The Nordics view Europe includes Nordics (30 Plus companies surveyed) Europe Nordic 79% over 10k employees 35% one ERP 91% Process Owners Multiplier Effect of Technology & Talent 75% over 10k employees 43% one ERP 93% Process Owners Multiplier Effect of Technology & Talent
  9. 9. 8© 2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Maturity survey analysis: The Nordics view Remit of GBS owners Delivery model and Coverage 0% 15% 30% 45% 60% Operational Strategic in function Strategic cross function Global European wide Nordic wide Country wide 0% 25% 50% 75% 100% Finance HR IS/IT Procurement & Sourcing Customer Services Real Estate Predominantly run out of nearshore center/s Predominantly run out of offshore center/s Predominantly run out of Scandinavia Run from various sites around the world ■ 50% of organizations started since 2010 ■ 44% greater than 250 FTEs in shared services ■ 60% outsource finance and IT Delivery Model Functional Coverage
  10. 10. 9© 2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Maturity survey analysis: The Nordics view Analytics 0% 10% 20% 30% 40% 50% GBS is not involved in data and analytics services GBS is currently planning and building a data and analytics reporting service GBS delivers basic data and analytics reporting (standard packages) and provides periodic and ad-hoc analysis for customers GBS delivers advanced data and analytics reporting and diagnostic analysis, and identifies future operational reporting proactively based on the frequency and importance of business needs Analytics Process Focus 0% 10% 20% 30% 40% Business processes are managed solely within functional delivery teams, discrete to a function Fragmented process ownership, but with informal peer-to- peer networking Process owners exist and manage global process for select processes, applied in functional silos Functionally oriented process owners exist to manage most global processes Global process ownership incorporating both the GBS and non-GBS portion of an end to end process
  11. 11. 10© 2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Maturity survey analysis dimensions Delivery and Sourcing Strategy Little or no alignment between GBS and corporate missions, strategy and planning. Bi-directional formulation of strategy & planning between GBS, functional, BU and corporate management GBS operates on multiple IT systems for each GBS customer. GBS operates on a single instance ERP across enterprise with standard enabling technologies.Enabling Technology GBS delivery groups are aligned singularly to functional leadership. Functions are responsible for all aspects of process development, performance management and talent management. GBS serves as an independent operating unit on par with other Functions/BUs providing output based services to Functions/BUs based on policy and requirements Enterprise Governance Decentralized service delivery model with single function Multi-functional, multi-channel service delivery modelServices Portfolio GBS provides transaction processing and staff mix and skills reflect this narrow focus Broad talent management practices ensure GBS people and leaders are recognized for their insight, innovation and customer- orientation. Talent Management No formal analysis of service supply-demand. Formal supply-demand of services is used to optimize consumption and evaluate service sourcing. Formal analytics in place. Commercial Orientation Business processes are managed solely within their delivery teams, which are discrete to a function and/or geography. Global process ownership incorporating both the GBS and non- GBS portion of an end to end process.Process Excellence Information is created and distributed through a combination of static reporting and limited ad-hoc requests; analysis is performed on as- needed basis. Dynamic reporting, with predictive modeling provide users with prescriptive analysis of real time data from internal and external sources Data & Analytics Absence of organizational flexibility and senior management ownership High degree of management buy-in and formal processes for driving GBS acceptance in the organizationChange Management Assurance reporting requirements are not included in service provider contracts, and no coordination occurs with providers on assurance related matters Assurance reporting with impact to the organization's financial reporting, operational, and compliance objectives with due diligence occurring for new and existing providers Risk and Tax Optimization Low High 1 3 5
  12. 12. 11© 2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 1 3 5 3.92.7 3.62.4 3.0 4.23.1 2.9 3.72.8 3.2 4.0 3.72.6 3.8 2.9 3.8 Data & Analytics Low Enabling Technology Low Enterprise Governance Low Talent Management Low Process Excellence Low Change Management LowServices Portfolio Low Delivery and Sourcing Strategy Low Risk and Tax Optimization Low Commercial Orientation Low HighHighHighHighHighHighHighHighHighHigh 2.9 3.6 3.9 Aspirational LEGEND Current Best in class average Global average Maturity survey analysis: The Nordics view
  13. 13. 12© 2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Roundtable discussions: The 10 Dimensions of GBS CHANGE AND PROGRAM MANAGEMENT CASE FOR CHANGE • SPONSORSHIP • RESISTANCE AND BUY IN • COMPETING PRIORITIES • READINESS ENTERPRISE SERVICE GOVERNANCE  Overall GBS Governance  Cross Channel Service Agreements  Change Management  Service Delivery Channel Governance  Outsourcing Portfolio Management  Performance Management  Collaboration Forums  Issue Management  Financial Management COMMERCIAL PERSPECTIVE  GBS Brand  Benchmarking  Pricing and Competitiveness  Customer Relationship Management  Service Level Transparency  Demand to Deliver DELIVERY AND SOURCING STRATEGY  Value Drivers  Transformation Agenda  Role of GBS in Business Strategy  Investment Strategy  Executive Commitment  Alternative Delivery Mechanisms SERVICE PORTFOLIO  BU and Geographic Scope  Service Type  Operational Scale (Historical Trend)  Functional Scale TALENT MANAGEMENT  Culture  Collaboration  Career Development  Skills Mix  Learning and Development  Global Workforce Planning  Employer of Choice Strategy  Staff Retention TAX AND RISK OPTIMIZATION  Financial Reporting Integrity & Compliance (e.g. SOX)  Data Security and IP Risk  Business Continuity/Disaster Recovery Framework  Regulatory Compliance  Cross Channel Integration – Risk & Compliance Management  Income Tax Considerations (e.g. US, state, foreign) DATA AND ANALYTICS  GBS Involvement and Capability  Reporting  Information Production  Data and Analytics Deployment PROCESS EXCELLENCE  Process Owner Responsibilities  Service Management Integration  Process Accountability  Process Standardization  Organizational Structure  Global Process Management  Documentation & Enterprise Content Management ENABLING TECHNOLOGY  Technology Platform  IT Innovation  Automation  IT/Business Process Integration
  14. 14. Thank you
  15. 15. © 2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International.

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