What Can an Automotive Products Manufacturer, a US Federal Government Agency, and an Indian Insurance Giant Tell You about Change Management? Quite a lot, judging by the scars they all bear. We asked them why they believe some Shared Services or Business Transformation projects fail, what mistakes they have made, and what they would do differently if they had another chance. It all boils down to Change Management: how it's planned, communicated, and managed. Think it's easy? Read on ...

1. Four Perspectives
on Change Management
July 2014
Emer O’Kelly, Regional Director
Europe, Chazey Partners
Ann-Marie Massenberg, Chief of
Staff, Program Support Center, U.S.
Department of Health & Human
Services
Kayzad Hiramanek, COO, Avantha
ERGO Life Insurance
Richard J. Rowan, Jr., Director,
Global Shared Services, TRW
Automotive

2. Chazey
Partners
Practitioners’
Corner
│
Change
Management
INTRODUCTION
Why
do
projects
fail?
A
simple
enough
question.
If
you
analysed
a
hundred
answers,
you’d
find
the
common
denominator
to
be
“ill-­‐planned
and
ill-­‐implemented
change.”
But
despite
the
lip
service
given
to
change
management
as
a
“core
enabler”
of
project
implementations
like
Shared
Services,
the
evidence
supporting
its
deployment
is
still
weak.
We’ve
asked
some
of
Chazey’s
clients
and
fellow
practitioners,
all
of
whom
have
led,
and
continue
to
lead,
Shared
Services
implementations
or
transformations
and
who
have
first-­‐hand
experience
of
operating
at
the
frontline,
to
comment
on
key
mistakes
made
in
planning,
tips
on
managing
customer
resistance,
and
advice
on
how
to
get
it
right,
first
time.
THE
PITFALLS
OF
“CHANGE”
o Change
Management
is
all
too
frequently
underestimated
or
insufficiently
accounted
for
in
corporate
transitions.
Why
is
this
important?
o Failings
in
Change
Management
boil
down,
time
and
again,
to
overlooking
a
few
key
stepping
stones.
What
are
the
most
common
mistakes?
o Customer
resistance
is
one
of
the
biggest
obstacles
to
change.
How
can
you
work
around
this
constructively?
o What
are
3
core
factors
to
consider
that
ensure
Change
Management
supports
your
objectives?

3. 1
Chazey
Partners
Practitioners’
Corner
│
Change
Management
Change
Management
is
all
too
frequently
underestimated
or
insufficiently
accounted
for
in
corporate
transitions.
Why
is
this
important?
Emer
O’Kelly
Regional
Director
Europe
Chazey
Partners
Any
significant
change
to
a
business’s
operations,
including
a
transformation
of
its
support
services,
requires
a
clear
vision
and
strategy
in
order
to
have
a
fighting
chance
of
succeeding.
This
vision
needs
to
be
clearly
linked
to
the
challenges
facing
the
business,
make
realistic
allowance
for
the
circumstances
but,
above
all,
be
demonstrably
supported
by
the
key
leaders
in
the
business.
Actions
must
mirror
words
and
many
an
initiatives
has
been
“damned
by
faint
praise”
by
those
senior
people
in
the
company,
who
others
look
to
for
leadership,
and
have
faded
away
as
a
result.
Major
organisational
changes
require
business
leaders
to
show
their
mettle
and
this
includes
giving
true
commitment
and
guidance
which
others
can
focus
on,
follow
and
build
on
themselves.
This
applies
especially
to
a
transformation
or
migration
to
a
shared
services
structure,
where
there
is
a
natural
fall-­‐back
position
of
continuing
to
do
what
was
done
before,
regardless
of
what
is
happening
at
the
front-­‐end
of
the
business
in
terms
of
market
changes,
product
development
and
customer
expectations.
Transmitting
the
vision,
internally
and
externally,
is
critical
to
successful
change
and
under-­‐committing
to
communicating
this
can
slow
down,
or
even
de-­‐rail
success
of
an
otherwise
well
planned
initiatives.
The
ideal
is
to
build
a
guiding
coalition
of
people
who
are
evangelical
about
the
project
and
who
will
foster
emotional
engagement
and
ownership
of
the
solutions.
Ann-­‐Marie
Massenberg,
Chief
of
Staff,
Program
Support
Center
U.S.
Department
of
Health
&
Human
Services
SSO
implementations
by
their
nature
involve
a
certain
amount
of
angst
on
the
part
of
the
organization
that
is
transitioning
from
a
self-­‐serve
model
to
an
outsourced
model.
Typically,
there
tends
to
be
a
feeling
of
loss
of
control,
concern
about
responsiveness
and
quality,
and
a
general
sense
of
uncertainty.
Couple
that
with
the
mechanics
and
coordination
involved
in
shutting
down
one’s
own
operation
and
transitioning
that
to
a
shared
service
provider
(e.g.
transitioning
data,
performing
business
process
improvements,
and
configuration)
and
it
can
be
incredibly
overwhelming.
In
this
situation,
when
change
management
is
lacking,
the
impact
to
the
implementation
can
be
costly.
Without
change
management,
SSO
implementations
stand
the
risk
of
poor

4. 2
Chazey
Partners
Practitioners’
Corner
│
Change
Management
adoption
by
the
receiving
organization.
Stakeholders
who
are
confronted
with
change,
and
not
supported
with
a
comprehensive
change
management
strategy
that
includes
a
clear
vision
of
the
end
state,
informative
and
consistent
communications,
and
inclusive
involvement
in
the
change
activities,
are
more
likely
to
produce
undesired
results.
These
include,
delays,
errors
that
require
extensive
re-­‐work,
and
poor
morale.
Kayzad
Hiramanek,
COO
Avantha
ERGO
Life
Insurance
The
basic
human
nature
is
resistance
to
change.
Therefore
to
say
that
any
form
of
transition
or
change
will
cause
upheaval
within
and
outside
an
organization
is
stating
the
obvious.
The
most
common
issues
reported
in
poor
change
management
and
the
resultant
consequences
include
an
atmosphere
of
uncertainty,
talent
attrition,
staff
de-­‐
motivation,
inter
department
politicking
and
one-­‐upmanship.
All
new
initiatives
will
be
still
born
and
the
overall
organization
agenda
will
be
derailed
owing
to
poor
communication
from
the
management
on
the
intent
regarding
the
changes
to
follow.
Eventually,
people
like
working
in
a
stable
environment
where
changes,
if
any,
are
introduced
in
small
doses
and
keeping
all
affected
parties
informed
on
the
timelines
and
long
term
organization
goal
around
the
same.
The
moment
people
perceive
a
threat
to
their
jobs,
the
resultant
push
back
through
the
grape
vine
and
corridor
conversations
will
swiftly
obscure
the
real
motive
of
the
change.
Richard
J.
Rowan
Jr.,
Director,
Global
Shared
Services
TRW
Automotive
While
there
is
a
broad
and
growing
shared
services
and
business
services
presence
in
the
board
rooms
and
operations
of
companies
worldwide,
there
remains
-­‐
even
among
practitioners
-­‐
variation
in
the
definition,
scope
and
structure
of
shared
services.
In
light
of
that,
to
expect
a
targeted
area
of
a
business
to
understand
what
shared
services
or
business
services
is
with
little
to
no
introduction
and
no
listing
of
expected
benefits
to
both
the
target
area/function
and
the
broader
company
is
a
recipe
for:
at
best,
a
difficult
implementation
and
at
worst,
a
failed
shared
services
implementation.
Commitment/support
from
the
top
is
critical
but
paying
attention
to
all
levels
is
vital.

5. 3
Chazey
Partners
Practitioners’
Corner
│
Change
Management
Failings
in
Change
Management
boil
down,
time
and
again,
to
overlooking
a
few
key
stepping
stones.
What
are
the
most
common
mistakes?
Emer
O’Kelly,
Regional
Director
Europe
Chazey
Partners
“Too
little,
too
late
and
not
often
enough”
could
sum
up
the
challenges
to
avoid
in
achieving
effective
change
management
through
communication.
It
is
too
often
perceived
as
something
to
do
later,
or
to
be
done
by
someone
else.
To
be
effective,
there
needs
to
be
consistent,
regular,
clear
flow
of
communication
with
working
structure
to
allow
for
this
communication
to
be
genuinely
two-­‐way,
and
this
needs
to
commence
at
the
earliest
reasonable
time.
For
a
transformation,
this
is
likely
to
be
after
a
business
case
has
been
established
and
the
commitment
is
made
to
performing
a
transformation.
(There
is,
of
course,
communication
required
during
a
business
case
phase
but
this
does
tend
to
be
a
more
limited
audience).
The
communication
network
also
needs
to
cover
all
levels
which
need
to
be
aware
of
the
proposed
changes
and
their
impacts,
some
of
which
are
obvious
(e.g.
“what’s
in
it
for
me?”)
to
others
which
are
less
so
(e.g.
the
company’s
ability
to
attract
suitable
talent
through
its
reputation
in
the
market-­‐place).
This
calls
for
the
use
of
many
different
channels
of
communication
–
e.g.
town-­‐hall
meetings,
smaller
groups,
1-­‐to-­‐1’s,
breakfast
briefings,
walk-­‐abouts,
confirmed
be
email
as
appropriate
and
backed
up
by
project
web-­‐site
/
blog
/
FAQ’s.
Whatever
channel
or
timing
is
followed,
the
message
needs
to
be
consistent
and
regularly
reinforced,
and
presented
in
a
positive
light.
Ann-­‐Marie
Massenberg,
Chief
of
Staff,
Program
Support
Center
U.S.
Department
of
Health
&
Human
Services
I
think
that
change
management
is
frequently
confused
with
a
communication
plan.
Some
leaders
focus
on
providing
training,
and
executing
a
communication
plan.
Many
fail
to
see
that
the
most
important
element
of
change
management
is
that
those
affected
must
be
involved
in
the
change
rather
than
having
change
imposed
upon
them.
They
need
to
buy
in
to,
or
at
the
very
least
understand,
the
vision
and
the
end
state.
And
they
must
be
involved
in
all
aspects
of
the
change
in
order
to
enable
and
facilitate
the
change.
All
parties
involved
need
to
understand
the
reason(s)
for
the
change
and
have
a
chance
to
be
involved
in
the
decisions
of
how
the
change
will
be
managed,
planned,
and
implemented.

6. 4
Chazey
Partners
Practitioners’
Corner
│
Change
Management
Kayzad
Hiramanek,
COO
Avantha
ERGO
Life
Insurance
There
are
several
mistakes
leadership
can
make
in
this
area.
There
is
no
magic
formula
to
predict
whether
the
prescribed
change
will
actually
result
in
betterment
of
the
organization.
World
over,
we
have
seen
innumerable
take-­‐
overs,
mergers
and
transitions
fail
owing
to
the
lack
of
anticipation
of
forces
that
are
playing
in
the
background.
Some
of
the
common
reasons
for
such
failures
begin
at
the
thought
level:
is
this
change
really
required?
Is
the
organization
in
the
long
term
going
to
be
solely
focussed
on
its
core
competencies?
Is
the
leadership
team
sufficiently
convinced
that
this
decision
is
for
the
betterment
of
the
organization?
Can
our
customers
stand
by
us
through
this
journey
of
transition?
Do
the
laws
of
the
land
permit
me
to
make
such
a
transition?
Many
a
time,
if
the
key
leadership
is
not
convinced
of
the
decision,
they
play
a
vital
role
in
derailing
the
overall
change
and
its
implementation
schedule.
Even
if
key
leadership
is
convinced,
sometimes
a
synchronized
communication
strategy
is
essential
to
ensure
that
all
parts
of
the
organization
are
talking
the
same
language
to
the
affected
parties.
Not
speaking
in
one
voice
is
also
detrimental
to
the
overall
change
agenda.
In
addition,
not
identifying
key
resources
that
manage
large
customer
relationships
and
ensuring
their
retention
is
vital
to
ensure
that
the
internal
challenges
do
not
manifest
themselves
to
the
external
eco
system.
Richard
J.
Rowan,
Jr.,
Director,
Global
Shared
Services
TRW
Automotive
Change
management
is
often
perceived
as
a
nice
to
have
instead
of
the
critical
to
success
item.
As
such,
many
shared
services
implementations
spend
too
little
time
-­‐
at
all
levels,
especially
the
grass
roots
level
-­‐
working
to
understand
the
vantage
point
of
those
closest
to
the
targeted
work.
The
late
Stephen
R.
Covey
in
his
book
The
7
Habits
for
Highly
Effective
People
wrote
about
seeking
first
to
understand,
then
to
be
understood.
Taking
the
time
to
do
this
helps
build
the
relationship
and
ensure
that
you
understand
the
concerns
held
by
those
impacted
by
shared
services.
As
Covey
would
say,
being
efficient
with
people
is
not
effective.
Spend
the
time.

7. 5
Chazey
Partners
Practitioners’
Corner
│
Change
Management
Customer
resistance
is
one
of
the
biggest
obstacles
to
change.
How
can
you
work
around
this
constructively?
Emer
O’Kelly,
Regional
Director
Europe
Chazey
Partners
Maintaining
the
level
of
customer
service,
performance
and
accessibility
is
a
prerequisite
to
protect
the
business’
activity
as
it
goes
through
a
major
change
process.
This
extends
to
presenting
why
the
change
is
required
i.e.
to
further
strengthen
the
business
and
its
ability
to
continue
to
deliver
good
quality
products
and
services.
Customers
must
be
reassured
there
is
no
significant
risk
to
their
supply
and
that
the
elements
which
cause
them
to
trade
with
the
company
in
the
first
place
are
recognised
and
valued
by
the
business,
and
will
be
maintained
or
enhance
by
the
transformation.
Thus,
there
needs
to
be
a
flow
of
communication
to
customers
which
makes
them
aware
there
is
a
change,
why
and
what
impacts
are
envisaged.
This
may
extend
to
specific
briefings
with
key
customers,
depending
on
the
nature
of
the
business.
This
need
to
disseminate
information
also
extends
to
other
stakeholders
such
as
suppliers
and
others
who
may
potentially
be
affected,
including
banks
and
regulatory
bodies.
This
whole
process
can
be
categorised
as
listening
to
the
“voice
of
the
customer”,
finding
out
what’s
important
to
them
and
ensure
they
are
given
the
appropriate
degree
of
attention.
Ann-­‐Marie
Massenberg,
Chief
of
Staff,
Program
Support
Center
U.S.
Department
of
Health
&
Human
Services
Managing
a
customer’s
resistance
to
change
requires
understanding
the
reason
for
the
resistance.
In
some
cases,
it’s
fear
of
the
unknown.
In
others,
it’s
a
lack
of
confidence
that
a
provider
can
provide
the
level
of
service
that
the
organization
is
used
to.
We
engage
our
customers
right
away
and
involve
them
in
the
planning
and
implementation
at
all
stages
of
the
process.
We
establish
quick
wins
to
show
progress
and
gain
customer’s
confidence
in
our
abilities.
This
sets
the
tone
for
what
they
can
expect
as
we
progress
with
the
transition.
We
ensure
that
the
vision
and
end
state
is
clearly
and
thoroughly
communicated
to
all
affected
people
and
provide
multiple
opportunities
for
clarification
and
explanation
along
the
way.

8. 6
Chazey
Partners
Practitioners’
Corner
│
Change
Management
Kayzad
Hiramanek,
COO
Avantha
ERGO
Life
Insurance
While
the
real
challenge
in
the
management
of
change
is
internal,
it
eventually
manifests
itself
to
the
external
customer
if
key
stakeholders
decide
to
leave
the
organization
and
the
relationship
with
external
customers
thus
weakens.
Therefore,
identification
of
key
accounts
and
their
respective
relationship
managers
is
a
vital
activity
to
be
undertaken.
In
addition,
senior
leadership
should
take
charge
of
the
overall
organization
portfolio
and
build
one-­‐to-­‐one
relationships
with
the
decision
makers
in
these
key
accounts
to
mitigate
the
attrition
risk.
In
addition,
subtly
sounding
off
customers
of
the
impending
changes
within
the
organization
also
goes
a
long
way
in
building
a
relationship
of
trust
and
giving
the
customer
the
comfort
that
the
provider
is
taking
this
decision
for
the
betterment
of
all
parties
involved.
Nothing
could
be
worse
than
customers
finding
out
about
big
bang
changes
in
the
media
and
then
seeking
clarity
on
whether
the
existing
relationship
will
still
enjoy
the
same
level
of
priority
it
did.
Richard
J.
Rowan,
Jr.,
Director,
Global
Shared
Services
TRW
Automotive
Some
effort
should
be
extended
to
map
the
current
process.
Carefully
listen
to
issues
raised
as
well
as
spend
some
time
explaining
how
things
will
change.
Highlight
the
benefits
and
any
offsetting
detriments
from
the
new
process.
Stephen
R.
Covey’s
seek
first
to
understand,
then
to
be
understood
habit
is
extremely
beneficial.
This
is
truly
an
art.
If
too
much
time
or
attention
is
allotted
to
discussing
the
angst
of
change,
the
project
risks
being
thrown
off
schedule.
Alternatively,
if
not
enough
time
is
spent,
progress
on
the
project
will
likely
be
more
slow
and
painful.

9. 7
Chazey
Partners
Practitioners’
Corner
│
Change
Management
What
are
3
core
factors
to
consider
that
ensure
Change
Management
supports
your
objectives?
Emer
O’Kelly,
Regional
Director
Europe
Chazey
Partners
Identify
why
the
change
is
required
and
why
it
is
worth
doing,
then
create
a
coalition
of
people
to
guide
the
initiative,
and
promote
and
drive
the
change
message
consistently.
Positive
changes
must
be
led
and
sponsored
–
they
do
not
happen
themselves;
they
require
energy,
enthusiasm
and
passion.
(1)
Clear
vision
/
consistent
message
Identify
why
the
change
is
required
and
why
it
is
worth
doing,
then
create
a
coalition
of
people
to
guide
the
initiative,
and
promote
and
drive
the
change
message
consistently.
Positive
changes
must
be
led
and
sponsored
–
they
do
not
happen
themselves;
they
require
energy,
enthusiasm
and
passion.
(2)
Communication
Create
a
communication
plan
which
addresses
the
major
issues,
concerns
and
audiences,
which
also
allows
for
feed-­‐back,
queries
and
challenges.
Then
double
it.
J
(3)
Managing
Stakeholder
relationships
Ensure
that
all
significant
stakeholders,
internal
and
external,
are
addressed
regularly
in
such
a
way
as
to
minimize
the
number
of
surprises
experienced
by
anyone
with
an
interest
in
the
progress
of
the
initiative.
For
example,
there
should
be
no
cases
of
“I
didn’t
realize
that’s
what
it
meant”
or
“that
timescale
is
unrealistic”,
encountered
at
crucial
points,
often
later
in
the
project.
It
is
important
to
maintain
consistency
within
the
new
processes
as
far
as
possible
and
to
avoid
unnecessary
workarounds
arising
from
such
potential
misunderstandings.
Kayzad
Hiramanek,
COO
Avantha
ERGO
Life
Insurance
While
there
are
so
many
factors
that
influence
the
course
of
successful
change,
in
my
opinion
the
top
three
success
factors
would
be:
a) Clarity
in
leadership
thought
process
on
why
the
change
is
essential
and
beneficial
for
the
future
course
of
the
company.
In
conjunction,
buy
in
of
all
senior
leadership
to
this
course
of
action
is
a
must.
b) Two
way
communication
with
the
employee
base
on
why
the
change/
transition
will
not
affect
people’s
jobs
at
least
for
the
initial
period.
Eventually,
every
transition
is
accompanied
by
some
amount
of
attrition.
The
key
is
to
keep
it
within
a
reasonable
limit
(globally
recorded
standards

10. 8
Chazey
Partners
Practitioners’
Corner
│
Change
Management
are
around
10-­‐15%).
Ability
to
accept
employee
feedback/
suggestions
and
a
visible
implementation
of
the
same
will
go
a
long
way
in
ensuring
that
people
to
not
sand
bag
the
initiative.
c) Management
of
the
eco
system
is
the
third
critical
element
in
this
piece.
No
organization
wants
a
trial
by
the
media
or
its
retail
shareholders
regarding
its
motives.
In
addition,
foresight
in
managing
regulators
and
vendors
is
key
to
ensure
that
all
change
follows
legal
standards
with
regards
to
pending
payments
and
tax
laws.
Finally,
management
of
key
customer
relationships
should
be
thought
through
well
in
advance
to
ensure
survival
of
the
business
through-­‐out
the
critical
path
of
the
project
Ann-­‐Marie
Massenberg,
Chief
of
Staff,
Program
Support
Center
U.S.
Department
of
Health
&
Human
Services
1) Clear
Vision
–
there
must
be
a
clear
end
state
that
must
be
explained
2) Involvement
–
of
all
the
people
affected
by
the
changes
in
the
planning
and
execution
of
the
changes
3) Communication
–
consistent,
accurate,
and
thorough
communications
to
all
affected
people
Richard
J.
Rowan,
Jr.,
Director,
Global
Shared
Services
TRW
Automotive
(1)
Change
leader,
change
thyself
-­‐
I
recently
read
a
McKinsey
&
Company
article
entitled,
Change
Leader,
change
thyself.
I
think
it
is
very
important
that
as
we
ask
people
to
look
at
a
process
and
change,
we
at
the
same
time
look
at
our
proposed
processes
and
remain
open
to
finding
an
even
better
way
to
forward
–
change
leader,
change
thyself.
Being
candid
about
this
item
with
your
customers/impacted
parties
will
build
credibility.
(2)
Follow
The
7
Habits
of
Highly
Effective
People,
especially
habit
four
through
six:
• Seek
first
to
understand,
then
to
be
understood.
• Think
win-­‐win.
• Synergize
(3)
Communicate,
communicate,
communicate
–
remembering
all
aspects
of
the
communication
process:
sender,
receiver,
feedback
and
“noise”.
And,
don’t
forget
that
listening
is
a
part
of
communication.

11. 9
Chazey
Partners
Practitioners’
Corner
│
Change
Management
CONCLUSION
Change
Management
is
crucial
to
leading
a
project
to
success
–
whether
this
is
a
Shared
Services
implementation,
a
subsequent
process
improvement
or
transformation
initiative,
or
an
expansion
of
scope
of
service.
Every
shift
from
“business
as
usual”
should
be
preceded
by
a
change
management
plan.
If
you
would
like
to
discuss
your
existing
change
management
framework,
or
take
a
first
step
towards
embedding
solid
change
management
processes
in
your
operations,
our
practitioners
would
be
pleased
to
guide
you
through
this.
Email
us
at
enquiries@chazeypartners.com
or
visit
our
website
at
www.chazeypartners.com
More
Change
Management
Articles:
TOOLKIT:
3
Key
Factors
to
Effective
Change
Management
in
Shared
Services
Change
is
a
constant
–
in
fact,
it's
often
a
simple
matter
of
survival.
But
the
best-­‐laid
transition
plans
can
and
will
fail
if
you
overlook
the
"how"
and
the
"when".
Our
six-­‐step
methodology
will
keep
you
on
track,
as
long
as
you
remember
three
key
factors.
BLOG:
What
Business
Services
Leaders
Can
Learn
About
"Change"
from
Parenting
Guides
Business
Services
is
a
bit
like
parenting
–
just
when
you
think
you
might
have
cracked
it,
a
spanner
is
thrown
in
the
works.
David
tells
it
as
it
is.
VIDEO:
7
Minutes
with
Chazey's
Change
Management
Expert
Robert
Towle,
Managing
Director
of
Chazey
Partners
North
America
(East)
tells
us
why
the
most
common
mistake
he
encounters
is
the
assumption
that
one
piece
of
communication
will
get
"buy-­‐in";
and
reminds
us
that
"change
management"
is
not
the
same
as
"eliminating
change".

12. 10
Chazey
Partners
Practitioners’
Corner
│
Change
Management
For
more
articles
about
Shared
Services
&
Business
Transformation
Please
visit
our
website
at
www.ChazeyPartners.com/Resources
or
subscribe
to
our
monthly
e-­‐
newsletters
for
the
latest
updates
Meet
Our
Practitioners
Phil
Searle
CEO
&
Founder
Chazey
Partners
+1
408
402
3008
philsearle@chazeypartners.com
Esteban
Carril
Managing
Director,
Latin
America
Chazey
Partners
+54
(911)
3085
5140
estebancarril@chazeypartners.com
Chas
Moore
Managing
Director,
North
America
(East)
Chazey
Partners
+1
855
692
6229
Ext
201
chasmoore@chazeypartners.com
Robert
Towle
Managing
Director
North
America
(West)
Chazey
Partners
+1
862
812
7851
roberttowle@chazeypartners.com
David
O’Sullivan
Co-­‐Founder
&
Partner
Chazey
Partners
+353
(0)
86
384
8573
davidosullivan@chazeypartners.com
Emer
O’Kelly
Regional
Director
Europe
Chazey
Partners
+44
(0)
7703
647
360
emerokelly@chazeypartners.com
Christina
Exarchou
Head
of
HR
Practice
EMEA
Chazey
Partners
+30
6944
525622
christinaexarchou@chazeypartners.com
Anirvan
Sen
Managing
Director,
Asia,
Middle
East
and
Africa
Chazey
Partners
+31
649133170
/
+65
85143766
anirvansen@chazeypartners.com
Janey
Jux
Head
of
Public
Sector
Practice
EMEA
Chazey
Partners
+
44
(0)
800
6440649
janeyjux@chazeypartners.com

13. North America | Latin America | Europe | Middle East | Africa | Asia
Email: enquiries@chazeypartners.com | Web: www.chazeypartners.com
About Chazey Partners
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, Technology Enablement, Process
Enhancement and Corporate Strategy Optimization. We pride ourselves in having built, operated
and turned around some of the world's most highly commended and ground breaking Shared
Services Organizations, and for implementing many highly successful multi-sourced (shared
services and outsourced) delivery solutions. Over the last 20 years, we have delivered numerous
programs globally, in the US, Canada, UK, Continental Europe, Ireland, India, Eastern Europe, South
America, Singapore, Australia, China, Middle-East and Africa. Our experience covers both Private
and Public Sectors, providing expertise in a wide spectrum of business functions, including
Finance, HR, IT and Procurement.
Learn more about, please visit our website www.chazeypartners.com
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