More Related Content Similar to Without Client Engagement There is No Shared Services (20) More from Chazey Partners (12) Without Client Engagement There is No Shared Services1. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 1
DELIVERING THE PROMISE …
© Chazey Partners 2014
Shared Services & Outsourcing Week
Without Client Engagement…
There is No Shared Services
March 12, 2014 | Orlando, FL
2. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 2
PHIL SEARLE
CEO & Founder
Global/Americas
Tel: (408) 402-3008
philsearle@chazeypartners.com
Phil has more than 20 years of experience in
Finance, Shared Services, Technology and
Outsourcing. Prior to his current role, he was
Group VP and CFO of Cendant TDS
International, which encompassed all areas of
Finance across four continents, including
Decision Support, Financial Planning &
Analysis, Controllership and Financial plus
certain HR Shared Services.
Phil was granted O1 visa status by the US
government in 2008 which resulted in him
gaining accelerated Green Card status in 2009
through the “Extraordinary Ability”
classification. This classification is for
“ability…demonstrated by sustained national
or international acclaim” and was based on
Phil’s unique experience in Shared Services
and Outsourcing. Phil also was issued a C10
visa by the Canadian federal government in
2010; this visa is only granted where there is
“significant benefit to Canada" [R205(a) CEC
C10].
Phil is a Chartered Accountant and has a BA
Honors Degree in Economics from the
University of Exeter. He is a member of
Financial Executives International (FEI).
CHAS MOORE
Managing Director
Canada
Tel: (250) 469-4168
chasmoore@chazeypartners.com
Chas has 19 years of experience in business
leadership, management and Shared Services
implementations. He leverages his extensive
experience in healthcare and industry to help
teams innovate effective and realistic solutions
for complex industries. Prior to his recent
assignments he was the Interior Health
Business Support Director for Corporate
Initiatives leading Shared Services
implementations involving the Canadian
healthcare sector. Prior to the formation of
Interior Health, Chas was the CFO of one of the
18 predecessor organizations.
In addition to his Canadian assignments, Chas
provides subject matter and technical
expertise to American clients and holds a US
work visa. He has extensive experience in
project management, business case
development, mentoring & coaching, and
public speaking, including facilitation at several
international Shared Services events.
Chas is a Chartered Professional Accountant,
Chartered Accountant, and has a BSc Degree in
Microbiology from the University of British
Columbia.
GRANT FARRELL
Managing Director
United States
Tel: (408) 767-1285
grantfarrell@chazeypartners.com
Grant has over 20 years of experience in
finance, Shared Services and technology
implementations. He has managed change
programs on the back of Shared Service
implementations, significantly reducing the
cost base, enhancing controls and service
levels. Prior to his recent assignments he was
the Shared Service Controller for Interpublic.
Prior to Interpublic, Grant was the European
Operations director for McGraw-Hill, where he
was responsible for the set-up and subsequent
running of the European Shared Service
Centre.
Grant is well suited to strategic planning and
set-up, but is equally at home focusing on daily
operational issues, managing staff at all levels
and ensuring a high-level of customer service.
He is a recognized thought leader, holds work
visas for both US and Canada, and has spoken
at numerous international events, including
SSC training courses in Shanghai and Kuala
Lumpur.
Grant is a Chartered Accountant and has a BSc
Honours Degree in Engineering from the
University of Nottingham.
3. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 3
Without Client Engagement There is No Shared Services
Sometimes the only thing “shared” about a Shared Services Organization
is the name.
Is your organization set-up for really sustainable success? Learn about
the four critical success factors for Shared Services, and what happens
when supporting the client is not really at the heart of the operation.
In this interactive workshop, we combine small group work with
synergistic plenary sessions to cover the nine key components of the
Client Interaction Framework. This workshop is valuable both to Shared
Services organizations just planning and launching and to those more
mature SSOs that want to ensure that they have this Client Interaction
Framework in place.
Participants will come away with an assessment tool that will enable
them to review their own initiatives and develop a plan to close the gaps
between their current state and leading practices.
4. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 4
Chazey Partners Profile
Shared Services Concepts
Critical Success Factors
Client Interaction Framework (CIF)
Example CIF Assessments
5. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 5
Chazey Partners Profile
6. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 6
Chazey Partners is a practitioners-led global management
advisory business. We bring together a unique wealth of experience,
empowering our clients to strive for world class excellence through
Business Transformation, Shared Services &
Outsourcing and Technology Enablement
We have operationally delivered and consulted on numerous programs globally, over
the last 20 years, in the US, Canada, Latin America, UK, Ireland, Continental Europe,
India, Singapore, Australia, China, Middle East and Africa
Our end-to-end capability offers advice, guidance and implementation expertise,
covering strategy setting and business case production, program management,
implementation and process optimization
Who We Are · Overview
7. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 7
Who We Are · Services Portfolio
FINANCE & ACCOUNTING
●
HUMAN RESOURCES
●
INFORMATION
TECHNOLOGY
●
PROCUREMENT
●
TRAVEL & EXPENSES
●
CONTACT CENTRES
Expertise In Public Sector & Private Sector
INVENTORY & LOGISTICS
●
STAT & TAX COMPLIANCE
●
SUPPLY CHAIN
●
LEGAL SERVICES
●
FACILITIES MANAGEMENT
●
MARKETING BACKOFFICE
BUSINESS
TRANSFORMATION
−
SHARED SERVICES
& OUTSOURCING
−
TECHNOLOGY ENABLEMENT
−
OPERATION EMPOWERMENT
−
CHANGE MANAGEMENT
−
LEAN SIX SIGMA
Functional Breadth of
Experience
Other Supporting
Services
8. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 8
Why Chazey Partners · Uniqueness
Effective Diagnostics & Unique Methodology
Hands-On Approach of Seasoned Practitioners
Exceptional Project Payback
Having “lived and breathed“ a great number of projects, we understand what it takes to
be successful. Our hands-on, partnership driven, approach forms the cornerstone of our
practice
Independent of Other Providers
Our solutions are unbiased and personalised, and are coupled with our value
enriching thought-leadership
Blending more than two decades of experience to create a unique diagnostic based
methodology. This allows us to identify critical gaps, strength quotient, and materialize feasible
opportunities
Liberating budget for core services, driving highly competitive ROI,
and compelling transformation timelines
9. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 9
Global Reach · Local Expertise
GLOBAL REACH
As one of the world’s leading niche management
consultancy firms specialised in Shared Services &
Outsourcing, we have offices located in nine major
countries around the world, including USA, Canada,
Argentina, Mexico, UK, Ireland, Cyprus, Singapore, and
South Africa.
LOCAL EXPERTISE
Hands-on experience in 100+ countries, influenced key
industry practices in diversified fields.
Our Leadership Team Exemplifies The Combined Value Of Global Reach And Local Expertise
10. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 10
Who We Have Worked With
OUR CLIENTS
WHERE HAVE WE COME FROM
11. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 11
Shared Services Concepts
12. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 12
What Exactly is Shared Services?
Shared Services
…is the organisation that provides non-core Services to the
“business”, employing a specialist team, geographically
unconstrained, and focusing on the requirements of the internal
customer/client. This involves a philosophy and approach totally
unlike traditional “corporate”-driven centralisation.
The goal of Shared Services is to provide high quality, non-core, but
mission critical, services (which can include both repetitive common
processes and more specialized professional services) to the
business at lower cost and more efficiently than the business could
otherwise provide for itself.
Shared Services achieves cost savings and higher quality of service
by leveraging organizational re-alignment, economies of scale,
technology, lower cost locations, standardized end-to-end
processes and best practice.
13. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 13
Remote from
business
Unresponsive
and inflexible
No Business/
Operational
control over
costs
Viewed as
central
overhead
Prevalence of
shadow
operations
Centralized
Challenges
Disparate
processes
Multiple
standards
Duplication of
effort
Different
control
environments
High cost and
costs unclear
across the
business
Not scalable
Decentralized
Challenges
Responsive
to Business
and
Operational
needs
Business/
Operations
control
decisions
Customized
solutions to
meet
Business/
Operational
requirements
Benefits Shared
Highly client
focused
Commercially
driven
Service
Partnership
Agreements
Clear unit costs
Flexible
delivery
Clear
understanding
of drivers and
activities
Common
systems and
support
Consistent
standards
and controls
Tight control
environment
Economies of
scale
Benefits
14. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 14
ATTRIBUTE SHARED SERVICES CENTRALIZATION
Accountability Business Unit Corporate
Key Performance
Target
Service excellence
and continuous
improvement
Cost reduction and
central control
Service
Partnership
Agreements
Widespread Rare
Classification
An independent
unit
Another corporate
function
Responsibility Partnership Demarcation
15. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 15
Critical Success Factors
16. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 16
Client
• Service orientation in place
• Structured way of dealing with customers
• Customer satisfaction levels understood
• SPAs in place
• Reality versus perception
• Account management
Process
• Processes documented
• Standardized, controlled & repeatable activity
• Recharging methodology
• Benchmarking – internal/external
• Metrics: Control Based; (ii) Efficiency &
Effectiveness
Technology
• ERP implemented
• Document Scanning Solution
• Workflow
• Automated Payments
• Elimination of Side Systems
• Self services tools
• Automated Score Cards
People
• Skilled Leadership in place – do not compromise on
competencies
• Team shape & stability – process shaped/spans of
control/staff – perm v temps
• Team members – culture, values & behavioral competencies
assessed
• Team morale, reward & retention
• Working environment conducive to team working
17. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 17
Corporatization/Centralization:
• Users of service must accept corporate
direction
• Cost containment is prioritized over
performance
Transformed Shared Services:
• If consumers of service are unhappy, they’ll
leave
• Performance is prioritized over cost
containment
Scenario: “Management decides to reduce the hours of their help desk for their
information technology services.” What are the key drivers behind the decision?
If your organization is not focused on the client, you either:
Do not have Will not
transformed or have transformation
Shared Services for long (it will fail)
18. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 18
1. Introduce yourself at your tables
30 Seconds each
Name, Role, Stage of
Shared Services
(planning, building,
new, mature)
2. Share your biggest irritant
30 Seconds each
From perspective of
• Provider
• Client
3. Discuss at your tables
5 Minutes
Choose 2 or 3 of
irritants
Link back to critical
success factors
• Technology
• Process
• People
• Client
4. Report out
5 Minutes
Three tables will be
selected to report out
to room on themes
Issues/concerns
that you are
currently problem
solving
19. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 19
Without CIF
• Lack clarity on who does what
• “Perception versus reality”
• Focus is on negative aspects of
service delivery
• One-way traffic without traction
• Strained client relationships
• Not proactive; takes effort to
maintain morale
• Takes emphasis away from
customer service
With CIF
• Outward looking and proactive
• Client-orientated
• Deliver to pre-defined standards of
service to meet agreed client needs
• Accountable and measured, using
metrics and KPIs
• Drive cost of service towards a
world-class standard
• Active management of client
relationships
Through a formal framework: The Client Interaction Framework (CIF) distinguishes a
leading practices Shared Services from a simple act of centralization and drives a spirit
of partnership between the SSO, its clients, and all key stakeholders
20. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 20
The same service characterisic can be seen as an improvement or loss,
It depends on your perspective
To shape and influence this perspective, you need to a structured way to
manage your client relationships: the Client Interaction Framework
Intangibles are as Important as Tangibles
What is potentially better:
• Cost savings
• Standardized processes
• Controllership
• Common system
• Consistent process metrics
• Accessibility and quality of information
• Customer service management
• Quality in the process
What is potentially worse:
• Slow response and recovery
• Inflexibility
• Risk of client working for SSO
• Lost decision rights
• Additional bureaucracy
• Disconnection from the business
• Lack of local personal support
• Local desire to “touch everything”
21. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 21
• Next part of workshop covers the Client Interaction Framework and Assessment Tool
• Using live examples will help explain the tool and make it more interesting
• Ideal volunteers
• Have an existing Shared Services Organization (SSO)
• Have been in operation long enough for some big irritants to become apparent
• Willing to share and talk about their experiences
Irritants
•Volunteers disclose
their 1 or 2 big
irritants
CIF
•We introduce the
nine elements
Assessment
•Each element
includes five yes/no
questions
•Score out of 5
Debrief
•Chart assessment
•Identify any linkages
between assessment
and irritants
22. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 22
Client Interaction Framework (CIF)
23. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 23
Account
Management
•SSO to client; via reporting,
interaction, escalation &
communication
Client Contact
Management
•Client to SSO; to manage
and resolve queries and
drive learning/improvement
Service Partnership
Agreements
•SPAs are 2-way agreements
clarifying both SSO services
and client inputs
Client
Feedback
•Client satisfaction
continuously monitored
both informally and formally
Continuous
Improvement
•Mechanisms to identify the
areas for improvement and
to develop solutions
Process Control
Database
•Documents end-to-end SSO
processes; highlights activity
of both SSO & client
Performance
Measurement
•Comprehensive
KPIs, measures and metrics
framework, SSO & client
Performance
Reporting
•Process performance will be
reviewed monthly by SSO
and client
Recharging
Methodology
•Define basis for charging for
SSO services to turn
consumers into clients
24. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 24
Account
Management
•SSO to client; via reporting,
interaction, escalation &
communication
Client Contact
Management
•Client to SSO; to manage
and resolve queries and
drive learning/improvement
Service Partnership
Agreements
•SPAs are 2-way agreements
clarifying both SSO services
and client inputs
Client
Feedback
•Client satisfaction
continuously monitored
both informally and formally
Continuous
Improvement
•Mechanisms to identify the
areas for improvement and
to develop solutions
Process Control
Database
•Documents end-to-end SSO
processes; highlights activity
of both SSO & client
Performance
Measurement
•Comprehensive
KPIs, measures and metrics
framework, SSO & client
Performance
Reporting
•Process performance will be
reviewed monthly by SSO
and client
Recharging
Methodology
•Define basis for charging for
SSO services to turn
consumers into clients
25. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 25
…is not involved in bulk of transactions
that flow directly to SSO
…acts as
escalation point
…acts as the “voice
of the client”
Responsible for Facilitating Successful
Client Relationships
Account
Management
…meets regularly with client
in addition to informal
and adhoc dialogue
…collaborates and
drives process
improvement
“How operations
needs to support
service delivery”
“What service
needs to be
delivered”
…conducts service expectation discussions
Client
Shared
Service
Account Management…
Account
Management
…helps establish and
manage Client Interaction
Framework
…fosters dialogue
with fact-based
analysis & reporting
...effectively manages
transparency and process
compliance
26. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 26
Your Organization’s Account Management Function is: Yes No
1. Proactive and transparent through regular client meetings,
communication, and reporting
2. Formally documented in job descriptions, organization charts
and agreements
3. A dedicated function with one or more full-time employees
4. Independent of service provision
5. Described by both clients and providers as effectively
representing the “voice of the client”
Account
Management
27. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 27
Account
Management
•SSO to client; via reporting,
interaction, escalation &
communication
Client Contact
Management
•Client to SSO; to manage
and resolve queries and
drive learning/improvement
Service Partnership
Agreements
•SPAs are 2-way agreements
clarifying both SSO services
and client inputs
Client
Feedback
•Client satisfaction
continuously monitored
both informally and formally
Continuous
Improvement
•Mechanisms to identify the
areas for improvement and
to develop solutions
Process Control
Database
•Documents end-to-end SSO
processes; highlights activity
of both SSO & client
Performance
Measurement
•Comprehensive KPIs,
measures and metrics
framework, SSO & client
Performance
Reporting
•Process performance will be
reviewed monthly by SSO
and client
Recharging
Methodology
•Define basis for charging for
SSO services to turn
consumers into clients
28. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 28
Transaction Processing
Call Centre
Online
Query
Function
Online
Shopping
Cart
Purchase Cards
Electronic
Data
Interchange
Electronic
Authorizations
Online PortalsDirect Delivery
Of Mail
Client Contact Management defines how
regular/daily interactions with clients are
managed, how they contact the SSO to
request service, and also how requests are
managed to completion
Client Contact
Management Funnel Approach
29. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 29
Your Organization’s Client Contact Management: Yes No
1. Is designed on the funnel approach
2. Can handle multiple types (transaction, information, query)
and channels of requests (web, phone, email, meetings)
3. Each request is captured, routed, acted upon, monitored and
resolved
4. Is enabled through case management software and a
structured telephony solution
5. Is supported by an organizational structure that separates
client contact management from transaction processing
Client Contact
Management
30. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 30
Account
Management
•SSO to client; via reporting,
interaction, escalation &
communication
Client Contact
Management
•Client to SSO; to manage
and resolve queries and
drive learning/improvement
Service Partnership
Agreements
•SPAs are 2-way agreements
clarifying both SSO services
and client inputs
Client
Feedback
•Client satisfaction
continuously monitored
both informally and formally
Continuous
Improvement
•Mechanisms to identify the
areas for improvement and
to develop solutions
Process Control
Database
•Documents end-to-end SSO
processes; highlights activity
of both SSO & client
Performance
Measurement
•Comprehensive KPIs,
measures and metrics
framework, SSO & client
Performance
Reporting
•Process performance will be
reviewed monthly by SSO
and client
Recharging
Methodology
•Define basis for charging for
SSO services to turn
consumers into clients
31. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 31
Service Partnership
Agreement Different from SLAs
DirectionTypically one-way outlining SSO
services & cost to client
Bi-directional outlining SSO & client
responsibilities in service provision
Service itemsCatalogue of services that can be
purchased by clients
End-to-end breakdown of service by
process, showing ownership (whether
client, corporate or SSO)
DevelopmentCan be inflexible & imposed; often
presented to clients near go-live
Negotiated & agreed between clients
and providers; developed during
Design & Build phases
LanguageLegal/contractual language
Includes legal/contractual language
and guide to operating business
KPIsSometimes Negotiated & agreed
How UsedGenerally avoid invoking SLAs as use
indicates contractual/legal issue
SPAs used regularly to enhance
understanding & drive process
improvement
Service Level Agreements (SLAs) Service Partnership Agreements (SPAs)
32. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 32
Your Organization’s Service Partnership Agreements : Yes No
1. Document the services, service levels, escalation procedures
and process ownership
2. Are two-way agreements covering responsibilities of the
provider and client, input & output KPIs, and process ownership
3. Are agreements that were negotiated and agreed with the SSO,
client and Corporate
4. Are effective agreements that truly describe the actual service
levels, targets and processes, and are updated regularly
5. Foster a sense of partnership and teamwork between the SSO
and client
Service Partnership
Agreement
33. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 33
Account
Management
•SSO to client; via reporting,
interaction, escalation &
communication
Client Contact
Management
•Client to SSO; to manage
and resolve queries and
drive learning/improvement
Service Partnership
Agreements
•SPAs are 2-way agreements
clarifying both SSO services
and client inputs
Client
Feedback
•Client satisfaction
continuously monitored
both informally and formally
Continuous
Improvement
•Mechanisms to identify the
areas for improvement and
to develop solutions
Process Control
Database
•Documents end-to-end SSO
processes; highlights activity
of both SSO & client
Performance
Measurement
•Comprehensive KPIs,
measures and metrics
framework, SSO & client
Performance
Reporting
•Process performance will be
reviewed monthly by SSO
and client
Recharging
Methodology
•Define basis for charging for
SSO services to turn
consumers into clients
34. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 34
Client
Feedback Communication Mechanism
Regional
Client
Forum
(monthly)
Strategic
Review Forum
(quarterly)
Internal
Client
Survey
(bi-annual)
External
Client/Supplier
Survey
(Annual)
Regular
Client Calls
(weekly)
Be clear on your
purpose/intent and use
the right type of
communication
(remember the 3 C’s):
Communication
you own message,
generally one-way
information transfer
Consultation
recipient can
influence/impact message,
but you have veto
Collaboration
you do not control final
result
35. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 35
Your Organization’s Client Feedback: Yes No
1. Uses multiple channels of communication, including regular
calls, forums and surveys
2. Is tracked, mitigated and acted upon
3. Helps drives your continuous improvement process
4. Has a high rate of participation
5. Is an important consideration in strategic planning & reviews
Client
Feedback
36. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 36
Account
Management
•SSO to client; via reporting,
interaction, escalation &
communication
Client Contact
Management
•Client to SSO; to manage
and resolve queries and
drive learning/improvement
Service Partnership
Agreements
•SPAs are 2-way agreements
clarifying both SSO services
and client inputs
Client
Feedback
•Client satisfaction
continuously monitored
both informally and formally
Continuous
Improvement
•Mechanisms to identify the
areas for improvement and
to develop solutions
Process Control
Database
•Documents end-to-end SSO
processes; highlights activity
of both SSO & client
Performance
Measurement
•Comprehensive KPIs,
measures and metrics
framework, SSO & client
Performance
Reporting
•Process performance will be
reviewed monthly by SSO
and client
Recharging
Methodology
•Define basis for charging for
SSO services to turn
consumers into clients
37. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 37
Process Control
Database
Service Offerings List is incorporated into Service Partnership Agreement and identifies:
• Respective responsibilities of SSO and Department/Corporate
• Department deviations from standard services
Detailed Service Offerings
38. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 38
Your Organization’s Process Control Database: Yes No
1. Provides a detailed list of service offerings
2. Indicates responsibility of SSO, client and Corporate, using
table format, swim lane process flows and narrative
3. Documents any Department deviations from standard practice
4. Is included in the Service Partnership Agreement
5. Contains effective service listings that truly describe the actual
services and activities, and is updated regularly
Process Control
Database CIF Assessment
39. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 39
Account
Management
•SSO to client; via reporting,
interaction, escalation &
communication
Client Contact
Management
•Client to SSO; to manage
and resolve queries and
drive learning/improvement
Service Partnership
Agreements
•SPAs are 2-way agreements
clarifying both SSO services
and client inputs
Client
Feedback
•Client satisfaction
continuously monitored
both informally and formally
Continuous
Improvement
•Mechanisms to identify the
areas for improvement and
to develop solutions
Process Control
Database
•Documents end-to-end SSO
processes; highlights activity
of both SSO & client
Performance
Measurement
•Comprehensive KPIs,
measures and metrics
framework, SSO & client
Performance
Reporting
•Process performance will be
reviewed monthly by SSO
and client
Recharging
Methodology
•Define basis for charging for
SSO services to turn
consumers into clients
40. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 40
Performance
Measurement Performance Measurement Framework
41. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 41
Your Organization’s Performance Measurement: Yes No
1. Includes input, operational, and output KPIs
2. Links KPIs to strategic goals and cascades strategic KPIs to
operational/output KPIs then to individuals KPIs
3. Was negotiated and agreed with the client and departments
4. Includes targets for current and future operations,
comparisons to external benchmarks, and a process to refresh
5. Includes key exception indicators to go after
exceptions/defects in processes and drive continuous
improvement
Performance
Measurement CIF Assessment
42. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 42
Account
Management
•SSO to client; via reporting,
interaction, escalation &
communication
Client Contact
Management
•Client to SSO; to manage
and resolve queries and
drive learning/improvement
Service Partnership
Agreements
•SPAs are 2-way agreements
clarifying both SSO services
and client inputs
Client
Feedback
•Client satisfaction
continuously monitored
both informally and formally
Continuous
Improvement
•Mechanisms to identify the
areas for improvement and
to develop solutions
Process Control
Database
•Documents end-to-end SSO
processes; highlights activity
of both SSO & client
Performance
Measurement
•Comprehensive KPIs,
measures and metrics
framework, SSO & client
Performance
Reporting
•Process performance will be
reviewed monthly by SSO
and client
Recharging
Methodology
•Define basis for charging for
SSO services to turn
consumers into clients
43. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 43
Performance
Reporting Monthly Reporting Contents
• Achievements past period
• Initiatives for next periods
• Other commentary: main risks and issues, improvement
activities, high-level summary of KPIs
Performance
Commentary
• Output and inputs KPIs
• Selection of operational KPIs
• Department specific KPIs
• Root cause and effect analysis
Key Performance
Indicators
• Process improvement overview
• Adhoc services delivered
• Risks and issues
• Service incidents
• Backlogs
Appendices
44. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 44
Your Organization’s Performance Reporting: Yes No
1. Is prepared at least monthly
2. Is distributed to providers, clients, executive and stakeholders
3. Reflects reality today and is considered an effective tool by
providers, clients, executive and stakeholders
4. Is enabled by technology to minimize/eliminate manual data
collection
5. Drives discussion, follow up and action
Performance
Reporting CIF Assessment
45. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 45
Account
Management
•SSO to client; via reporting,
interaction, escalation &
communication
Client Contact
Management
•Client to SSO; to manage
and resolve queries and
drive learning/improvement
Service Partnership
Agreements
•SPAs are 2-way agreements
clarifying both SSO services
and client inputs
Client
Feedback
•Client satisfaction
continuously monitored
both informally and formally
Continuous
Improvement
•Mechanisms to identify the
areas for improvement and
to develop solutions
Process Control
Database
•Documents end-to-end SSO
processes; highlights activity
of both SSO & client
Performance
Measurement
•Comprehensive KPIs,
measures and metrics
framework, SSO & client
Performance
Reporting
•Process performance will be
reviewed monthly by SSO
and client
Recharging
Methodology
•Define basis for charging for
SSO services to turn
consumers into clients
46. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 46
The implementation of an equitable recharging methodology to recover
operating costs enables the SSO to operate as an independent business and
encourages better behaviour throughout the organization
46
Recharging
Methodology Influence Behavior
SIMPLE
Avoid very complex time collection and billing
systems
VISIBLE
Sufficiently detailed metrics and billing so
critical cost elements are understood
FLEXIBLE
Embed flexibility to account for variations in
business requirements
FAIR
Ensure fairness for each client involved and
SSO
FOSTERS CONTINUOUS IMPROVEMENT
Encourage better business practice through the
chargeback mechanism
Recharging methodology critical success factors:
Not one-size-fits-all; consider: cost per transaction, variable cost based on
complexity/non-standard service, allocation of historical, future or actual
costs, initial moratorium, availability of baseline funding
47. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 47
Your Organization’s Recharging Methodology: Yes No
1. Was implemented when operations were stable
2. Exists and is applied at regular, predictable intervals.
3. Is enabled by technology to minimize/eliminate manual data
collection/reporting/analysis
4. Drives positive results by linking actual behaviors of clients to
the costs shown in their respective operating statements
5. Is simple, visible, flexible, and is considered fair by clients,
providers, executive and stakeholders
Recharging
Methodology CIF Assessment
48. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 48
Account
Management
•SSO to client; via reporting,
interaction, escalation &
communication
Client Contact
Management
•Client to SSO; to manage
and resolve queries and
drive learning/improvement
Service Partnership
Agreements
•SPAs are 2-way agreements
clarifying both SSO services
and client inputs
Client
Feedback
•Client satisfaction
continuously monitored
both informally and formally
Continuous
Improvement
•Mechanisms to identify the
areas for improvement and
to develop solutions
Process Control
Database
•Documents end-to-end SSO
processes; highlights activity
of both SSO & client
Performance
Measurement
•Comprehensive KPIs,
measures and metrics
framework, SSO & client
Performance
Reporting
•Process performance will be
reviewed monthly by SSO
and client
Recharging
Methodology
•Define basis for charging for
SSO services to turn
consumers into clients
49. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 49
Continuous
Improvement Driven by All CIF Elements
Recharging
MethodologyPerformance
Reporting
Performance
Measurement
Process Control
Database
Client
Feedback
Client Contact
Management
Service Partnership
Agreement
Account
Management
What issues are being
escalated?
Achieving targets for
volumes by type?
Continues to reflect
reality and is effective?
Captures exceptions?
Any need to realign?
Any complaints? Are we
driving positive behaviors?Are we discussing,
following up and acting?
Do KPIs or targets need to
be adjusted?
What are our clients
telling us?
50. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 50
Your Organization’s Continuous Improvement Function: Yes No
1. Is driven by feedback from multiple channels that gathers both
hard and soft data
2. Formally documented in job descriptions, organization charts
and agreements
3. A dedicated function with one or more full-time employees
4. Leverages a formal process that includes phases for planning,
implementing and evaluating the improvement
5. Described by both clients and providers as being transparent,
effective and accountable
Continuous
Improvement
51. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 51
Account
Management
•SSO to client; via reporting,
interaction, escalation &
communication
Client Contact
Management
•Client to SSO; to manage
and resolve queries and
drive learning/improvement
Service Partnership
Agreements
•SPAs are 2-way agreements
clarifying both SSO services
and client inputs
Client
Feedback
•Client satisfaction
continuously monitored
both informally and formally
Continuous
Improvement
•Mechanisms to identify the
areas for improvement and
to develop solutions
Process Control
Database
•Documents end-to-end SSO
processes; highlights activity
of both SSO & client
Performance
Measurement
•Comprehensive KPIs,
measures and metrics
framework, SSO & client
Performance
Reporting
•Process performance will be
reviewed monthly by SSO
and client
Recharging
Methodology
•Define basis for charging for
SSO services to turn
consumers into clients
52. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 52
Example CIF Assessments
53. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 53
0
1
2
3
4
5
Account
Management
Client Contact
Management
Service Partnership
Agreements
Client Feedback
Continuous
Improvement
Process Control
Database
Performance
Measurement
Performance
Reporting
Recharging
Methodology
54. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 54
0
0.5
1
1.5
2
2.5
3
3.5
Account
Management
Client Contact
Management
Service Partnership
Agreements
Client Feedback
Continuous
Improvement
Process Control
Database
Performance
Measurement
Performance
Reporting
Recharging
Methodology
55. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 55
0
1
2
3
4
5
Account
Management
Client Contact
Management
Service Partnership
Agreements
Client Feedback
Continuous
Improvement
Process Control
Database
Performance
Measurement
Performance
Reporting
Recharging
Methodology
56. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 56
1. Without client
engagement, there is no
Shared Services
2. You need a
structured, proactive
approach to manage the
client relationship
3. Benchmark your client
interaction using our
free, online assessment tool
at
www.chazeypartners.com
Leverage our Experience
for Your Success
57. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 57
Got CIF?
Go to www.chazeypartners.com/cif and complete the
Client Interaction Framework (CIF) Self-Assessment
Obtain your free report and access to resources
Remember that without client engagement, there is no
Shared Services
58. North America | Latin America | Europe | Middle East | Africa | Asia
North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 58
Contact us
www.chazeypartners.com
enquiries@chazeypartners.com