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There is no let-up in the pressure on Shared Service operations to increase the strategic value they add to their customers, whilst also reducing costs.

As part of a well-designed operating model, our view is that combining disparate, siloed Shared Service functions into an aggregated, multi-functional model is a key lever in delivering on these strategic objectives.

When we speak with our clients who lead Shared Services functions, we hear consistent themes when they describe their strategic objectives, including a push to:

  • Improve both the integrity of their data, and enhance the insights it provides through better, more focused analytics
  • Enhance the skillset and agility of their workforce
  • Become the ‘go to’ partner for digital innovation within their organisations
  • Reduce the breadth and complexity of their technology landscape, whilst leveraging best in class capabilities
  • Provide an integrated, end-to-end service to their customers

Aside from the obvious efficiency potential gained through economies of scale (shared recruitment & training, IT, telecoms, risk management and compliance, management overheads), we see the opportunity to:

  • Reduce the execution risk of managing and standardising end-to-end processes
  • Consolidate data
  • Introduce disruptive technologies
  • Develop the skills and capabilities of your workforce.

When developed in line with your Target Operating Model, multi-functional Shared Services can break down functional silos that inhibit best practice, ensure congruent workforce location strategies, drive a consistent technology roadmap and enable the development of Centres of Excellence.

Shared Services - delivering strategic value through a customer lens

Author

Dafyyd Hobbs

Dafydd Hobbs, Key Account Director - Enterprise Practice

Email Dafydd

Contributors

Faye-sadler-clark

Faye Sadler-Clark, Principal Consultant

 

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