Change management top down and bottom up in your ssc
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This document discusses challenges faced by shared service center (SSC) leaders and presents an integrated approach using continuous improvement (CI) and team coaching to address issues. It identifies common problems SSCs face such as lack of shared purpose, ineffective collaboration, and disengaged employees. The proposed approach involves leadership dialogue at all levels integrated with CI to turn problems into projects. The goal is to work with natural organizational dynamics to improve value and customer service over time by building capacity rather than just fixing isolated issues.
Change management top down and bottom up in your ssc
- 1. Jamie Davies, Finance SSC Manager, Computacenter
- 3. Regional / Functional SSCDiscreet SSC Multi Function SSC Integrated GBS Time Benefits&Complexity delivery of discrete back office transactional activity Regional delivery centres typically more than one function Consolidation of multiple SSCs into multi- functional strategy Single GBS function integrated end to end process ownership At the beginning of a new journey
- 4. 4 WE NEED TO THINK DIFFERENTY ABOUT CHANGE TRYING TO CREATE CHANGE TOP DOWN AND BOTTOM UP WHAT CAN WE LEARN AND TAKE AWAY
- 5. 5 WE NEED TO THINK DIFFERENTY ABOUT CHANGE Part 1
- 6. SSC leaders face complex challenges Virtual structures Millennial workforce Flux of people & Process Belonging & Place Crisis of Service Paradoxical goals
- 7. it is impossible to predict the outcomes of the actions people undertake in organisations...human beings are predictably unpredictable. Ralph Stacey Complexity & Management Centre The reality of change?
- 8. The burdened SSC leader “The role of the SSC leader can be the best job in the world, and at times the loneliest”
- 9. The muddled middles “I have to get involved in everyone’s problems otherwise nothing happens. My manager thinks i’m not doing enough and my team think that I dont care. “I cant really trust my peers”
- 10. the victim employees “They make decision after decision with no consistency” “They ask for our opinions but dont do anything about them!” “I have no idea what they spend all their time doing in meetings but it makes no difference to improving our work”
- 11. Suffering customers“They don’t deliver what I need and when I complain I just get another action plan from a manager” “It’s the same issues again and again, we expect the poor service now and can find ways around it”
- 12. 12 TRYING TO CREATE CHANGE TOP DOWN AND BOTTOM UP Part 2
- 14. 14 Deloitte Shared Services, GBS & BPO Conference 2014 Leadership Dialogue Senior Manager Dialogue Team Based Problem Solving Dialogue Front line Manager Dialogue Strategic Vision & Goals Voice of the Customer Continuous Improvement Team Coaching Integrated approach Top Down Bottom Up
- 15. Clarifying Can the team make sense of the commission and translate it into creating goals and objectives Do we have the right members and skills? Commissioning Do we have a clear and unique commission? Do we have a shared purpose? Do we have a coherent direction? Co-Creating How effectively do we work together to allocate, share, communicate? What behaviours are helping or hindering? Is there shared leadership? Connecting Do we have a clear and compelling story? Are we building relationships and engaging with stakeholders Are we engaging our employees? Core Learning Adapted from Peter Hawkins – Leadership Team Coaching ExternalInternal People Focus Task Focus Top Down with team coaching
- 16. Purpose issues Commissioning Do we have a clear and unique commission? Do we have a shared purpose? Do we have a coherent direction? “Just get it in” culture Multiple stakeholders Regional versus Divisional No “one mind” No overall SSC identity
- 17. Behaviour issues Lack of trust in each other Too similar skills Competition across regions Lack of identity No aligned incentives Co-Creating How effectively do we work together to allocate, share, communicate? What behaviours are helping or hindering? Is there shared leadership?
- 19. Integrating team coaching with CI Top Middle Bottom Customer Provide vision & empowerment LEADERSHIP STANDCI STRATEGY Use CI approach to turn problems into projects Coordinate effort, share information & lead Continually scan business context, become shapers of strategy, provide the VOB Participate in daily/weekly dialogue and performance huddles & improvement projects Use unique perspective upward, downward and sideways to Understand how things work and get involved in the solutions Engage through VOC and Build Partnerships
- 20. 20 WHAT CAN WE LEARN AND TAKE AWAY Part 1
- 21. Questions This is for the body text
- 22. Why I became interested in CI Work with the natural social Complexity and dynamics of organisational life In a way which creates value and service to the business Time Customer CI People Cost
- 23. Learning Interconnections not fixing one part at a time Build capacity and capability not FIX a problem Avoiding the trap of Project mentality rather than cultural change