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Evolution of Shared Services, IAOP, Sydney, 6 Feb 13

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Evolution of Shared Services, IAOP, Sydney, 6 Feb 13

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The IAOP Australia Chapter will hold a meeting on February 6, 2013, from 4:30 pm to 8 pm, at the Accenture offices in Sydney at Level 3, (Room 3.44) 48 Pirrama Road, Pyrmont.

This promises to be a topical and highly interactive event as we focus on one of the key emerging trends around Shared Services and Outsourcing today – strategies for the sourcing of Services as organisations evolve to a more Integrated Business Services model. This will include discussion on how organisations are assessing and executing programs integrating captive and outsource models through strong service management and governance.

Russell Ives, the Managing Director of BPO in Accenture Australia will deliver a short presentation on this topic and we will then move into a panel session which we would expect to be both interactive and informative. The panel will include a number of Senior Executives with a broad range of experiences and opinions on this topic and outsourcing in general.

The IAOP Australia Chapter will hold a meeting on February 6, 2013, from 4:30 pm to 8 pm, at the Accenture offices in Sydney at Level 3, (Room 3.44) 48 Pirrama Road, Pyrmont.

This promises to be a topical and highly interactive event as we focus on one of the key emerging trends around Shared Services and Outsourcing today – strategies for the sourcing of Services as organisations evolve to a more Integrated Business Services model. This will include discussion on how organisations are assessing and executing programs integrating captive and outsource models through strong service management and governance.

Russell Ives, the Managing Director of BPO in Accenture Australia will deliver a short presentation on this topic and we will then move into a panel session which we would expect to be both interactive and informative. The panel will include a number of Senior Executives with a broad range of experiences and opinions on this topic and outsourcing in general.

Evolution of Shared Services, IAOP, Sydney, 6 Feb 13

  1. 1. The Evolution towards Integrated Business Services Russell Ives Managing Director, BPO Australia & New Zealand, Accenture IAOP 6 February 2013
  2. 2. Shared Service Trends The shared services industry has been experiencing a number of common trends since the GFC. Geographic Trends Operating Model Trends Organisation Trends §  More companies are using a “hub- §  Shared Services increasingly §  High performance Shared Services and-spoke” model to satisfy local operate as high performance organizations manage true end-to- needs while leveraging global businesses in their own right end processes with global process advantages owners §  Shared Services are delivering §  The value advantage of “greenfield” more market competitive services to §  Customer demand management locations (away from the head survive capability is trending upward, office) is being increasingly particularly in a global model §  Client intimacy is driving the need pursued for a Shared Services interface §  Functional leaders are taking on §  Global companies are deploying between the BUs and transaction cross-function processes (such as captive operations in locations that centers CRM) to achieve multi-function were used primarily by outsourcers synergies §  Shared Services is moving up the in the past value chain, closer to the end §  Shared Services are increasingly §  Captive Shared Services customer organized as an independent entity, operations are being outsourced to on par with the operating units §  Hybrid outsourced / captive models leverage existing infrastructure in served are being used to optimize geo / new geographies process benefits §  Shared Services leaders are §  The war for talent is driving the developing outsourcer §  Function-specific Shared Services development of emerging service models are increasingly moving to management skills to achieve delivery markets around the world optimal hybrid service delivery Multi-function models capabilities Copyright © 2013 Accenture 1
  3. 3. Shared Service Models The shared services operating models are evolving to meet these trends Level of Partnership with the Business* IBS Lead Commercial Services Supplier Services GBS Lead Employee Services FIN Financial Services MFSS Lead MFSS Lead MFSS Lead HR Analytic Services IT Americas EMEA APAC FIN FIN FIN Americas EMEA APAC HR HR HR Service Innovation Fin HR IT IT IT IT Global Process Owners Global Service Owners Americas EMEA APAC Global Delivery Network Integrated Delivery Network Common Service Management Global Service Management Integrated Service Management 1. Discrete Shared 2. Multi-Function 3. Global 4. Integrated Services Shared Services (MFSS) Business Services (GBS) Business Services (IBS) Value Delivered to Corporation •  Classic back-office scale •  Added skill functions and cross- •  Greater end-to-end process control •  Increased cross-functional integration functions delivered at functional synergies enhance the and delivery of mid-office as well to deliver greater business value lower cost business case as back-office services •  Full front-to-back office integration •  Align on client service •  Increase client centricity through •  Evolve partnership through places client experience at the center expectations with SLAs cross-functional priority demand planning and global •  Maximum agility through location and joint responsibilities management business strategy support agnostic integrated services and •  From BU silos to •  Increased leverage achieved •  Greater agility through end-to-end partners functional silos still through a common service process ownership and fewer •  IBS is C-suite led and has end-to-end creates non-standard delivery framework delivery partners decision rights over budget and all processes resources Copyright © 2013 Accenture 2
  4. 4. Shared Service Model Characteristics Five characteristics highlight the changing demands and objectives Strategic elevation From back-office single function service organizations to business strategy enablers led by C INCREASED suite executives CUSTOMER TRANSPARENCY SATISFACTION CEO COO Service value orientation Client centricity From back-office transactions to From a process centric Business CFO Joint high value business services High Incentives organization to a customer Outcomes Skill service orientated organization Low Service Scale Cost SSC Regional Process MFSS FURTHER COST Global People HIGHER SPEED TO REDUCTION ADOPT CHANGE GBS “Glocal” Budget IBS Global agility End-to-end governance From captive SSO to an optimized From process excellence to global hybrid delivery network BUSINESS sustained culture of productivity PARTNERSHIP Value Drivers Copyright © 2013 Accenture 3 Delivery Model Characteristics
  5. 5. Shared Service Model Characteristics Five characteristics provide comparison between the four models Global Business Integrated Characteristic Discrete Multi-Function Services Business Services One SSO leader over Global GBS leader IBS leader is a C level A different SSO leader 1. Strategic multiple functions, owning end-to-end exec responsible for a for each tower, reporting Elevation below C level leader reporting directly to a C processes and reporting separate BU and level leader directly to C suite strategic pillar 2. Service Added skill functions and Greater end-to-end Increased cross-process Classic back-office scale cross-functional process control and integration to deliver Value functions delivered at synergies enhance the delivery of higher order more business Orientation lower cost business case services, i.e., analytics innovation Evolve partnership Full front-to-back office Align on client service Increase client centricity through demand 3. Client planning and global integration places the expectations with SLAs through cross-functional Centricity and joint responsibilities priority management business strategy client experience at the center support Decision rights are MFSS leader has GBS leader has decision IBS leader has end-to- 4. End-to-End limited to SSO processes decision rights over rights over the service end decision rights over Governance without front-end process service management delivery approach budget and all resources control approach From BU silos to Increased agility Greater agility through Maximum agility through 5. Global functional silos still achieved through a end-to-end process location agnostic Agility results in lack of common service delivery ownership and fewer integrated services and standardization framework delivery partners partners Copyright © 2013 Accenture 4
  6. 6. Evolving the Shared Service Model Sustained service excellence and continuous improvement are critical Client Centricity Value as defined by clients Sustainable Productivity and Innovation Culture Change End-to-End Governance All Resources Many organizations stop Service Value Orientation Complex, Value-Added Services here leaving value behind Global End-to-End Process and decreasing the Service Management Global Agility Leverage Captive and Partner likelihood of sustainability Visibility, Governance Network and scalability Service/Cost Transparency Redundant activities Underleveraged Talent and/or Performance Mgt High Turnover Range of Benefits Metrics, Targets, Scorecards us Shadow Organizations inuo SLAs Re-emerging Cont vement o Clear two-way services agreed Re-engineering Impr by clients Simplified/standardized Benefits of centralization systems/processes Lack of Clarity Services, Costs recede due to lack of Eroding Customer Corp. Culture shared accountability for Satisfaction New Location Tenure, wages, performance and increase Same broken process for Wage and real estate arbitrage back-office mentality less in shadow cost over time Exceptions Increase Consolidation Reorganization and de-layering Shadow Cost Increase Centralization Shared Services Integrated Business Services Copyright © 2013 Accenture 5
  7. 7. Sourcing for Shared Services Alternative sourcing models can be used Captive Management Outsourced Build Operate Transfer Hybrid Services (BOT) Shared Services Service Provider Service Provider Similar to outsourcing Combination of shared functions retained in provides management provides management, model with option for services and outsourcing with Objective house, onshore or layer, organisation delivery teams and transition back from one or multiple partners. offshore. retains staff in current facilities and may Service Provider at end The allocation of services Organisation maintains locations. provide enabling tools. of period. between parties based on responsibility for skills and complexity. delivering outcomes. +  Perceived lowest cost +  Leverage skills for +  Investment shared with +  As per outsourcing +  Maximises value by optimising Benefits of operation design & management provider +  Leverage providers sourcing models +  Maximum organisation +  Aligned management +  Shorter time to benefit expertise in +  Focuses on total value than control incentives with provider +  Transfer of operating and establishment in new rather than capacity or cost +  Organisation IP investment financial risk processes & locations +  Balances risk across the retained +  Maintains high degree +  Shift to variable cost +  Increased perception of delivery portfolio Challenges -  Additional management of control ownership due to -  Requires increased SSC & -  Significant organisation option to transition in- focus required -  Lack of offshore change BPO maturity to design and leverage house manage -  Investment and change -  Perceived loss of control risk born by -  Existing delivery skills -  Additional ‘transtiion -  Organisation, suppliers and organisation -  New model of back’ phase with captives need to be aligned -  Potential for conflicting accountability additional risk, cost, -  Longer time to lower goals around overall business time objectives total benefit Copyright © 2013 Accenture 6
  8. 8. High Performance BPO Characteristics With London School of Economics and Everest Group we surveyed BPO innovators across all industries to identify 8 core management behaviors and practices. Change management Domain expertise and analytics Collaborative BPO a priority Contextualize data through domain governance Drive strong expertise and analytics Adopt a partnership- transformational capability 50% of high-performers based approach to 90% of high- recognise the value of governance performers consider information in generating 85% of high- change management Balanced purchasing benefits (vs 25%) Retained organization important strategic decision performers consider partner (vs 60%) transformation provider a strategic Focus on benefits beyond Align the retained partner (vs 40%) cost reduction organization with the 70% of high-performers outsourced processes focus on benefits 50% of high-performers End to end beyond cost (vs 25%) optimised their retained organisation (vs 30%) approach Take a holistic approach to the scope of the BPO relationship Business Technology as an 90% of high- outcome focus enabler performers Target strategic Emphasize benefits of consider process business outcomes technology in the BPO excellence 60% of high- relationship important (vs 60%) performers use 40% of high-performers ‘business impact’ leveraged their targets (vs 50%) providers technology (vs 25%) Copyright © 2013 Accenture www.accenture.com/highperformancebpo 7
  9. 9. The Evolution towards Integrated Business Services russell.ives@accenture.com

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