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I’m grumpy about how we shape shared services
models for our organizations
▪ Bandwagon effect: look to implement
headline models to be seen as up-to-date
▪ Oversimplification: make model
decisions in a binary fashion
▪ Lack of context: forget that shared
services model success is situational
▪ Confirmation bias: search for
benchmarks confirming preconceptions
We take shortcuts which can lead us to
suboptimal decisions
So I sat down
and developed a
“Myers-Briggs”
for shared
services
2
3
Why pick the right shared services persona?
▪ SUCCESS MATTERS …the wrong approach can put shared services back years
▪ SQUARE PEG IN A ROUND HOLE …models must work with organizational reality
▪ THOSE THAT IGNORE HISTORY ARE BOUND TO REPEAT IT …with shared
services maturity we can now see patterns
▪ ELIMINATE PEER PRESSURE …Armed with data and patterns, do what’s optimum
▪ PREREQUISITE TO “MATURITY” …identifying right starting point is
critical to knowing when you can evolve
IN SHORT…. NO ONE SIZE FITS ALL!
THE RIGHT STARTING POINT IS KEY
4
▪ Business context growth potential/margin & revenue
performance/operating footprint/peer comparisons/corporate
events/market or product expansion/change initiatives
▪ Organizational reality chief executive tenure/risk profile/state
of technology/management diversity/power structure/culture/
decision-making context/value placed on talent
▪ Shared services journey mandate/stakeholder support/value
creation expectations/current scope/investment/scaling/level of
automation/reporting/reputation/source for talent/cost
allocation/process delivery
What feeds into the right persona
for your organization?
5
About the Shared Services
Persona Survey
▪ First run: 30 responses October-November 2017
▪ Confidential: unless details shared
▪ Even split: between trans-national,
regional and global companies
▪ 4 primary personae
▪ Across 40 questions/
3 dimensions: business context,
organizational reality, shared services experience
▪ Predictive/indicative of success:
based on patterns but not an absolute Transformation
Control
Landlord
Servant Integrator
Consolidator
6
The Landlord persona
Flat to negative
financial
performance
No to
slow growth
High
independence
in decision
making
Low shared
services
maturity
Market lagger
positioning
No seat at
table
Select factory
processes in
scope
Limited to no
digitization
Mandate
encourage but
not required
Challenging
to neutral
reputation
Talent
out of sight
Risk
adverse
“Dino-sauric”
tech adoption
7
No/limited
appetite for
transformation
Cost cutter
shared
services brand
The Servant persona
Average
financial
performance
Limited
risk
Consensual
decision
making Steady
predictable
growth
Maturing
through
gradual scale
No mandate
opt in
Hard to get
seat at table
Factory +
some value
added scope
Limited
talent
mobility
Low
appetite for
transformation
Tech starts
+ ends
with ERP
Early stage
digitization
Considered
market peer
Vendor of
transactions for
one process
brand
8
Reputation
for cheap &
cheerful
delivery of
transactions
Maturing
Reports
to CXO
The Consolidator persona
Appetite for
measured
risk
Collegial,
center-focused
decision
making Becoming
global/adding
new products
Some
E2E
Aggressively
embedding
digitization
Participation
strongly
encouraged
with incentives
Moving
to next
gen ERP
Transform
through
consolidate
standardize at
scale
Brands
delivery
excellence
Reputation as
reliable “silent
runner”
Market
challenger
Meeting/
exceeding
risks
Multi-
functional
9
Peep source
for functional
talent
Mature
Reports
to chief
executive
The Integrator persona
Truly global/
obsessed with
winning
Center-led
top down
decisions
E2E cross-
functional
scope
Participation
mandatory
Deep source
of enterprise
talent
Moved
beyond
ERP
Branded as
competitive
advantage
Reputation as
value creatorMarket
leaders
Financial
performance
stratospheric
10
High
tolerance
for risk
Loves to
transform
Where are respondents today in aggregate?
DegreeofTransformation
Level of Control (held by shared service model)
Business context
strongly favor
Integrator model
but
Organization
reality pulls
models to a Servant
shared service
model while
maturity suggests
that respondents’
Shared services
journey have
evolved towards
both Integrator and
Consolidator
models.
Any
surprises?
SHARED
SERVICES
JOURNEY
BUSINESS
CONTEXT
ORGANIZATION
REALITY
COMBINED
TOTAL
11
What does response distribution tell us?
DegreeofTransformation
Level of Control (held by shared service model)
Respondents in
the main have
high appetite for
change/transform
but organizational
reality is forcing
some shared
services models
to overcome a
level of business
line/functional
control
12
Business
context
Growth potential
13
Revenue performance
Margin performance
Peer comparison
Merger, acquisition and
divestiture activityMarket
expansion
Imperative for change
Appetite for
transformation
Transformation
initiative status
Chief executive tenure
and imperative
Risk profile
Technology
adoption
Digital
journey
So let’s look at business conditions
▪ Generally moderate to high growth enterprises with chief execs
well into their tenure
▪ Improving, market leading revenue performance but challenges
with margin
▪ High M&A activity and expanding markets at the same time
▪ High appetite for change and transformation/always in a state of
flux but low tolerance for risk
▪ High tech adoption but still early on the digital journey
14
In short, business conditions are generally
favorable to advancing models
Business context score distribution
Transformation
Level of Control (at shared Service)
15
Organizational
reality
Management
diversity
16
Power structure
Culture
Decision-making
context
Talent
management
Value placed on
talent
And now for organizational reality…
▪ Chief executives have imperative to change the way enterprises
interface with markets, customers and suppliers but not reflected
in mandate for shared services
▪ Grown by M&A but still preserving individual cultures and ways
of working
▪ Collegial approach to management decision-making but servant
view of shared services
▪ Value ascribed to talent but not consistently across business units
and regions
17
It appears we’re still missing the boat on organizational
alignment/change management to truly evolve
Organizational reality score distribution
Transformation
Level of Control (at shared Service)
18
Experience with
shared services
19
Historical
ownership
Shared services
journey
Mandate
Stakeholder support
Value creation
Scope
Focus Allied transformation
initiatives
Investment
Scaling Level of automation
Reporting
Reputation
Perception
Source for talent
Cost allocation
Process delivery
…with experience at different
starting points
▪ Overwhelming mandate/encouragement but not reporting to
top table
▪ High degree of enterprise support but modest brand salience
▪ Seen as success but focused on transactions not value creation
▪ Global functional ownership driving servant model
▪ RPA evaluated but still restricted to proof of concept
However, models have attained sufficient scope/scale to
deliver meaningful enterprise benefit
20
Shared service journey score distribution
DegreeofTransformation
Level of Control (held by shared services models)
21
Key findings
thus far
▪ Business success +/= model advancement
Simple models best when cost cutting a priority;
complex models fostered by performance
▪ Timing and imperative impact persona
Critical to avoid poor fit
▪ Top leadership must be in the mix
No advancement without C-level sponsorship
▪ Transformation is necessary tail wind
Velocity of change an enabler
▪ Central power base key to value
Scope, complexity and scale dependent on
enterprise, not functional, control
▪ Organizations still resistant Shared services
evolution still restricted by acceptance
22
Parting
words
23
Want to know
more about your
shared services
persona?
Like the concept?
Want to help
evolve the model?
Contact
deborah.kops@sourcingchange.com

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Shared Services Models... What's Right for Your Organization

  • 1.
  • 2. I’m grumpy about how we shape shared services models for our organizations ▪ Bandwagon effect: look to implement headline models to be seen as up-to-date ▪ Oversimplification: make model decisions in a binary fashion ▪ Lack of context: forget that shared services model success is situational ▪ Confirmation bias: search for benchmarks confirming preconceptions We take shortcuts which can lead us to suboptimal decisions So I sat down and developed a “Myers-Briggs” for shared services 2
  • 3. 3
  • 4. Why pick the right shared services persona? ▪ SUCCESS MATTERS …the wrong approach can put shared services back years ▪ SQUARE PEG IN A ROUND HOLE …models must work with organizational reality ▪ THOSE THAT IGNORE HISTORY ARE BOUND TO REPEAT IT …with shared services maturity we can now see patterns ▪ ELIMINATE PEER PRESSURE …Armed with data and patterns, do what’s optimum ▪ PREREQUISITE TO “MATURITY” …identifying right starting point is critical to knowing when you can evolve IN SHORT…. NO ONE SIZE FITS ALL! THE RIGHT STARTING POINT IS KEY 4
  • 5. ▪ Business context growth potential/margin & revenue performance/operating footprint/peer comparisons/corporate events/market or product expansion/change initiatives ▪ Organizational reality chief executive tenure/risk profile/state of technology/management diversity/power structure/culture/ decision-making context/value placed on talent ▪ Shared services journey mandate/stakeholder support/value creation expectations/current scope/investment/scaling/level of automation/reporting/reputation/source for talent/cost allocation/process delivery What feeds into the right persona for your organization? 5
  • 6. About the Shared Services Persona Survey ▪ First run: 30 responses October-November 2017 ▪ Confidential: unless details shared ▪ Even split: between trans-national, regional and global companies ▪ 4 primary personae ▪ Across 40 questions/ 3 dimensions: business context, organizational reality, shared services experience ▪ Predictive/indicative of success: based on patterns but not an absolute Transformation Control Landlord Servant Integrator Consolidator 6
  • 7. The Landlord persona Flat to negative financial performance No to slow growth High independence in decision making Low shared services maturity Market lagger positioning No seat at table Select factory processes in scope Limited to no digitization Mandate encourage but not required Challenging to neutral reputation Talent out of sight Risk adverse “Dino-sauric” tech adoption 7 No/limited appetite for transformation Cost cutter shared services brand
  • 8. The Servant persona Average financial performance Limited risk Consensual decision making Steady predictable growth Maturing through gradual scale No mandate opt in Hard to get seat at table Factory + some value added scope Limited talent mobility Low appetite for transformation Tech starts + ends with ERP Early stage digitization Considered market peer Vendor of transactions for one process brand 8 Reputation for cheap & cheerful delivery of transactions
  • 9. Maturing Reports to CXO The Consolidator persona Appetite for measured risk Collegial, center-focused decision making Becoming global/adding new products Some E2E Aggressively embedding digitization Participation strongly encouraged with incentives Moving to next gen ERP Transform through consolidate standardize at scale Brands delivery excellence Reputation as reliable “silent runner” Market challenger Meeting/ exceeding risks Multi- functional 9 Peep source for functional talent
  • 10. Mature Reports to chief executive The Integrator persona Truly global/ obsessed with winning Center-led top down decisions E2E cross- functional scope Participation mandatory Deep source of enterprise talent Moved beyond ERP Branded as competitive advantage Reputation as value creatorMarket leaders Financial performance stratospheric 10 High tolerance for risk Loves to transform
  • 11. Where are respondents today in aggregate? DegreeofTransformation Level of Control (held by shared service model) Business context strongly favor Integrator model but Organization reality pulls models to a Servant shared service model while maturity suggests that respondents’ Shared services journey have evolved towards both Integrator and Consolidator models. Any surprises? SHARED SERVICES JOURNEY BUSINESS CONTEXT ORGANIZATION REALITY COMBINED TOTAL 11
  • 12. What does response distribution tell us? DegreeofTransformation Level of Control (held by shared service model) Respondents in the main have high appetite for change/transform but organizational reality is forcing some shared services models to overcome a level of business line/functional control 12
  • 13. Business context Growth potential 13 Revenue performance Margin performance Peer comparison Merger, acquisition and divestiture activityMarket expansion Imperative for change Appetite for transformation Transformation initiative status Chief executive tenure and imperative Risk profile Technology adoption Digital journey
  • 14. So let’s look at business conditions ▪ Generally moderate to high growth enterprises with chief execs well into their tenure ▪ Improving, market leading revenue performance but challenges with margin ▪ High M&A activity and expanding markets at the same time ▪ High appetite for change and transformation/always in a state of flux but low tolerance for risk ▪ High tech adoption but still early on the digital journey 14 In short, business conditions are generally favorable to advancing models
  • 15. Business context score distribution Transformation Level of Control (at shared Service) 15
  • 17. And now for organizational reality… ▪ Chief executives have imperative to change the way enterprises interface with markets, customers and suppliers but not reflected in mandate for shared services ▪ Grown by M&A but still preserving individual cultures and ways of working ▪ Collegial approach to management decision-making but servant view of shared services ▪ Value ascribed to talent but not consistently across business units and regions 17 It appears we’re still missing the boat on organizational alignment/change management to truly evolve
  • 18. Organizational reality score distribution Transformation Level of Control (at shared Service) 18
  • 19. Experience with shared services 19 Historical ownership Shared services journey Mandate Stakeholder support Value creation Scope Focus Allied transformation initiatives Investment Scaling Level of automation Reporting Reputation Perception Source for talent Cost allocation Process delivery
  • 20. …with experience at different starting points ▪ Overwhelming mandate/encouragement but not reporting to top table ▪ High degree of enterprise support but modest brand salience ▪ Seen as success but focused on transactions not value creation ▪ Global functional ownership driving servant model ▪ RPA evaluated but still restricted to proof of concept However, models have attained sufficient scope/scale to deliver meaningful enterprise benefit 20
  • 21. Shared service journey score distribution DegreeofTransformation Level of Control (held by shared services models) 21
  • 22. Key findings thus far ▪ Business success +/= model advancement Simple models best when cost cutting a priority; complex models fostered by performance ▪ Timing and imperative impact persona Critical to avoid poor fit ▪ Top leadership must be in the mix No advancement without C-level sponsorship ▪ Transformation is necessary tail wind Velocity of change an enabler ▪ Central power base key to value Scope, complexity and scale dependent on enterprise, not functional, control ▪ Organizations still resistant Shared services evolution still restricted by acceptance 22
  • 24. Want to know more about your shared services persona? Like the concept? Want to help evolve the model? Contact deborah.kops@sourcingchange.com