3 Key Aspects to Shared Services Optimization

North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2017
• Improve customer satisfaction while maintaining (and
expanding) efficiency
• Implement appropriate and valuable benchmarks and
KPIs
• Expand scope through new functions and service lines
• Advance current functions up the value chain into new
areas such as sourcing, data analytics and planning
• Identify opportunities for advancement through
Technology Enablement, including ERP, Workflow,
Document Management and latest enablers such as
Robotic Process Automation (RPA)

Shared
Services
From Business Case to
Deploy, to correction &
optimization or
expansion of existing
operations to GBS
Robotic Process
Automation
Automation assessment,
proof of concept, vendor
selection & provider of
RPA solutions
Business
Transformation
Process Optimization,
Organization
Restructure, HR services,
recruitment & training
Enterprise Wide
Security
Business Continuity
Planning, assessment &
implementation
Global Management Consulting & Advisory Services
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Who We Are
Founded 2006, headquartered
California, global offices, over 50 full-
time & 70 specialist resources
What We Do
Evaluations & assessments, strategic
advice, project management, process
and market expertise
Where We Focus
Finance, Human Resources, IT,
Procurement, & other functions
The Chazey Difference
Practioners first, staff continuity,
knowledge transfer, client engagement
in transformation

Who We Are: Founded 2006 • Global offices headquartered in California • Over 50 full-time and 70 specialist resources
What We Do: Evaluations and Assessments • Strategic Advice • Project Management • Business Continuity
Where We Focus: Transformation of Finance • Human Resources • IT • Procurement • Facilities • Other Functions
The Chazey Difference: Practitioners first • Staff Continuity• Knowledge Transfer • Client Engagement in Transformation

Who We Have Worked With
OUR CLIENTS
WHERE WE COME FROM

Our Service Offerings

Assessing
Optimizing
Growing
Questions

Assessing

Activity Based Analysis
collected for staff and
contractors of all in-scope
functions
Baselining and Benchmarking
calculated or gathered for in-
scope functions
Voice of the Customer
Interviews and Voice of the
Provider Interviews
Process Roundtables and
Workshops with Providers and
Customers
Opportunity Matrix
consolidates observations and
learnings into themes and
recommendations
Client Interaction Framework
review of customer and
provider relationship

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; 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

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
Internal 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

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Account
Management
Client Contact
Management
Service
Partnership
Agreements
Client Feedback
Continuous
Improvement
Process Control
Database
Performance
Measurement
Performance
Reporting
Recharging
Methodology
Today, we will review the components of CIF in detail and have you
perform a high-level self-assessment of your current operations
based on the
components
and principles
of CIF to identify
areas for
improvement
and
optimization.

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

…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

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

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)

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

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

Performance
Measurement Performance Measurement Framework

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

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
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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

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?

Optimizing

Multi-functional SSC (Finance, HR and Payroll)
established in 2012
Higher Education Example
Failing on many counts by end 2013
“Design/Build/Shove It In”
Lack of client engagement beyond theory and
principles
Poor use of technology
Blame culture
Short-cuts taken on SSO organizational design
Change management inadequate

Customer Process
Technology People
Foundational

Customer
Account Management
Client experience is poor, interaction is
reactive, confusion on process ownership,
unclear channels
Assess chargeback model and
identify opportunities for
more advanced models
Chargebacks are a clear paint point and
cause of service dissatisfaction
Measures and Metrics
Framework
KPIs don’t reflect perceptions/perspectives
of customers
Develop Service Partnership
Agreements
Service level agreements were imposed on
clients and/or are out-of-date
Front-end customer contact
systems
Inefficient communication through
numerous emails or phone calls
Optimization OpportunitySSO Need/Symptom

Process
Clear definition of process
and process ownership
Processes include duplications, loop backs,
bureaucracy; no clear escalation path
Customer-provide process
workshops to identify
further improvement
opportunities
Negative perceptions from both customers
and providers
Lean Six Sigma process
improvement projects
SSC is seeking improved efficiency and
effectiveness
Consider Robotics Process
Automation (RPA) for
manual and repetitive
activities
SSC is seeking to provide more value-add
services

Technology
Business system strategy group
Technology lacks integration/ability to
communicate
End-to-end training programs on
key/in-use technology
Duplicative or shadow systems
Consolidated licensing to leverage
better terms and functionality of
new modules
Competing technology systems across
multiple areas of the business
Implementing new functionality
under existing licensing
agreements
Obsolete or inefficient processes
and/or systems
Technology Enablers like
employee and manager self-
service
Inefficient communication through
email and phone

People
Skill Training:
customer service and technical
Staff not identifying with
merits of Shared Services
Staff morale suffering; lack of
mobility Job rotation programs
Best practice end-to-end functional
models
Ineffective staff; wrong skills
in wrong positions
Peer sharing with other SSOsLack of internal continuous
improvement

Foundational
Clearly defined strategic plan and
roadmap
Lack of accountability
Clear governance structureLack of ownership
Continuous improvement culture
No resources dedicated to continuous
improvement, change management,
etc.
Business case matching design,
scope & technology
Unsupported claims as to the
effectiveness of the SSC

1. Introduce yourself at your tables
30 Seconds each
Name, Role, Stage of
Shared Services
(planning, building,
new, mature)
2. Share your optimization areas
30 Seconds each
From perspective of
• Provider
• Client
3. Discuss at your tables
5 Minutes
Choose 2 or 3
opportunities from
critical success
factors
4. Report out
5 Minutes
Three tables will be
selected to report out
to room on themes

Growing

Additional
Functions
Finance
HR
IT
Procurement
Legal
Customer
Service
Help Desk
Facilities
Expand
Coverage
of
Business
Business Units
Divisions
Legal Entities
New
Processes in
Current
Functions
Examples:
P2P – Purchase
Requisition or
Purchase Order
Processing
Increase
Geographic
Coverage
Regions
Locations
Countries
Time Zones
Languages
Provide a wider range of services

P2P
• Purchase Requisitioning
• Purchase Order Processing
O2C
• External Customer Order
Management & Billing
R2R
• Management Reporting
• Analytics

HR:
Hire-to-Retire
Recruitment
Procurement:
Procure-to-Pay
Strategic Sourcing
IT:
Application Maintenance
Business Systems
Configuration
Transactional/Administrative
Service
Professional/Technical
Service
Revise operating model of in-scope functions to establish
professional and technical Centers of Expertise

Account
Management
Client Contact
Management
Service
Partnership
Agreements
Client
Feedback
Continuous
Improvement
Process
Control
Performance
Measurement
Performance
Reporting
Centers of Expertise
(Expertise)
• Professional & technical
• Programmatic, episodic activities
• Deliver on organizational strategy through
provision of tactical services
• Generally requires interaction with client,
although less necessary to be physically
situated close to business
• Policy research, development &
implementation
• Generic business & functionally expert skills
required: “Hire for skill, train for attitude”
Business Partners
(Influence)
• Work with operational leaders to
achieve organizational objectives
• Provide information, tools,
analysis and insight to influence
decision making
• Higher level of business proximity
required (de-centralized delivery)
• Need functional expertise,
analytical skills and strong
interpersonal skills: “hire for skill
and attitude”
• Strategic, global services with clear linkage to vision, mission and strategic goals of organization
• Long-term perspective whose activities have more distant relationship between effort and results
• Confirm policy alignment & ratification
Shared Services
(Process)
• Transactional & administrative
• Regular, repeatable, transactional activities
• Results more quantifiable
• Benefit greatly from standardization,
automation and technology
• Clear linkage between effort and results
(outputs generally experienced in short-term)
• Less necessary to be physically situated close
to business
• Process focused, service-driven skills
required” “Hire for attitude, train for skill”
• Provides inputs and/or receives outputs of in-scope processes
• Representative of internal client signs off processes, service levels, input requirements, key performance
indicators, and client’s roles and responsibilities as documented in Service Partnership Agreements
Corporate
(Strategy)
Internal Client
Client Interaction Framework

Account
Mgmt
Client
Contact
Mgmt SPAs
Client
Feedback
Continuous
Improve
Process
Control
Perf
Measure
Perf
Reporting Pricing
Customer Interaction Framework
Center of
ExpertiseHeadquarters
Distributed
across Business Shared Services
Corporate
FI Business
Partners
Technical &
Professional
Transactional & Administrative
• Ensures adherence
to P2P policies and
procedures
• Management
Reporting
• Configuration &
Support of P2P
systems
• Continuous P2P
Process
Improvement
• Interprets P2P
policies and
procedures
• Strategic support
for interpreting
spending trends
• Work with
business to
identify P2P needs
• Ensures budget is
available for
purchases
• Establishes
Procure to Pay
policies &
procedures
• Approval of
new vendors
• Processing of
requisition and
Purchase Orders for
goods/services
• Creation and
maintenance of
vendor master
records
• Respond to vendor
inquiries
• Exception
processing for req’s
and PO’s
• Solicit / Track vendor
quotes
• Create/Distribute
PO’s
• Record receipt of
goods/services

Technological advancements have enabled support services to
move closer to the business
BIG DATA &
DATA ANALYTICS
• SSOs can provide strategic and
decision support from the
large amounts of data that
they capture, manage and
produce
• Previously this insight and
information was not available
INTELLIGENT AUTOMATION &
ROBOTIC PROCESS
AUTOMATION
• By replacing mundane manual
tasks, frees up FTEs for other
value adding activities
• Allows for the consideration
for ‘insourcing’ previously
‘outsourced’ activities

• Six Sigma
• Project Management
• Change Management
Provide consulting services to rest of business
• Federal Government can provide to other agencies
• Higher Education can provide other universities and Medical
Centers and Hospitals
• Private sector can provide services to other companies
Offer services to external third parties

1. Share your growth areas
30 Seconds each
From perspective of
• Provider
• Client
2. Discuss at your tables
5 Minutes
Choose 2 or 3 growth
opportunities from
critical success factors
3. Report out
5 Minutes
Three tables will be
selected to report out
to room on themes

• We demonstrated and practiced:
• Assessing Your SSO – through the CIF self-assessment
• Optimizing Your SSO
• Growing Your SSO
• This will lead to your ability to:
• Improve customer satisfaction while maintaining (and expanding)
efficiency
• Implement appropriate and valuable benchmarks and KPIs
• Expand scope through new functions and service lines
• Advance current functions up the value chain into new areas such as
sourcing, data analytics and planning
• Identify opportunities for advancement through Technology
Enablement, including ERP, Workflow, Document Management and
latest enablers such as Robotic Process Automation (RPA)

0
1
2
3
4
5
Account
Management
Client Contact
Management
Service
Partnership…
Client Feedback
Continuous
Improvement
Process Control
Database
Performance
Measurement
Performance
Reporting
Recharging
Methodology
Name: ________________________
Company:_____________________
Email: ________________________
Agreements

3 Key Aspects to Shared Services Optimization

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