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| business shared services model: Shared Services Donniel S. Schulman, Martin J. Harmer, John R. Dunleavy, James S. Lusk, 1999-03-08 One of the ways companies are looking for competitive advantage in this frenetic [business] environment . . . is through the use of a tactical technique called shared services. . . . In this book, we bridge [the] chasm between the theory of how a shared services operation 'ought to' work and the practical issues involved in how to make it work, how to carry out a successful implementation of a shared service operation in your business.-from the Preface. Gaining competitive advantage in today's fierce business environment requires focus throughout the company on value, as measured by quality, cost, speed, and service. In the quest for superior performance, a growing number of companies are now turning to shared services, a tactical technique by which corporations can organize financial and other transaction-oriented activities to reduce costs and provide better service to business unit partners. Written by four authorities, three PricewaterhouseCoopers consultants and the executive who has directed the shared service efforts at Lucent Technologies, this comprehensive resource-the first of its kind-examines shared services from the macro issues that compel senior management to embrace this approach through the design and implementation of a shared services environment that leads to increased customer and shareholder value. Of all the tools available for gaining competitive advantage, why shared services? One of the principal reasons is that it creates, through consolidation of often disparate activities, more of a one company feel among business units. The benefits of this are twofold: one, it enables companies to show a consistent face to clients and customers, vendors and suppliers, shareholders and potential shareholders; two, it provides increased flexibility to all of the business' operations, allowing corporate leaders to maintain a global perspective while at the same time allowing business unit leaders to take strong, customer-focused actions. Providing both a domestic and global view, Shared Services addresses the full spectrum of issues, including: * Assessing whether shared services is right for you-issues to consider, goals to be reached. * Getting started-building support, establishing an effective organization, instituting continuous communication. * Setting up the infrastructure-billing shared services to business units, dealing with tax and legal entity issues. * International challenges-complexity, time zone, legal issues, currency stability, and security. * Program and project management-structures, planning, execution, and control. A groundbreaking book that examines a timely and important topic, Shared Services is an accessible and thorough guide to what could be a critical component in achieving long-term business success. This comprehensive resource is the first to introduce, explain, and explore shared services, an innovative business strategy that involves centralizing various business units, including accounting and transactional operations, to reduce costs and increase customer satisfaction. Presenting a practical and easy-to-follow blueprint for the smooth and sound implementation of shared services in your organization, Shared Services: Adding Value to the Business Units covers all the fundamentals, from how to get started to proper management techniques. |
| business shared services model: Fit for Growth Vinay Couto, John Plansky, Deniz Caglar, 2017-01-10 A practical approach to business transformation Fit for Growth* is a unique approach to business transformation that explicitly connects growth strategy with cost management and organization restructuring. Drawing on 70-plus years of strategy consulting experience and in-depth research, the experts at PwC’s Strategy& lay out a winning framework that helps CEOs and senior executives transform their organizations for sustainable, profitable growth. This approach gives structure to strategy while promoting lasting change. Examples from Strategy&’s hundreds of clients illustrate successful transformation on the ground, and illuminate how senior and middle managers are able to take ownership and even thrive during difficult periods of transition. Throughout the Fit for Growth process, the focus is on maintaining consistent high-value performance while enabling fundamental change. Strategy& has helped major clients around the globe achieve significant and sustained results with its research-backed approach to restructuring and cost reduction. This book provides practical guidance for leveraging that expertise to make the choices that allow companies to: Achieve growth while reducing costs Manage transformation and transition productively Create lasting competitive advantage Deliver reliable, high-value performance Sustainable success is founded on efficiency and high performance. Companies are always looking to do more with less, but their efforts often work against them in the long run. Total business transformation requires total buy-in, and it entails a series of decisions that must not be made lightly. The Fit for Growth approach provides a clear strategy and practical framework for growth-oriented change, with expert guidance on getting it right. *Fit for Growth is a registered service mark of PwC Strategy& Inc. in the United States |
| business shared services model: Essentials of Shared Services Bryan Bergeron, 2002-10-31 What works, why it works, and how to evaluate a shared services program Shared services, a form of internal outsourcing, enables corporations to achieve economies of scale by creating a separate entity within the company to perform specific internal services, such as payroll, accounts payable, travel and expense processing, etc. Essentials of Shared Services provides a quick, concise overview of shared services fundamentals, bringing senior-level executives up to speed so that they make the right decision. Bryan Bergeron provides a foundation of shared services from a historical, economic, technical, and customer perspective, showing how shared services can impact a corporation's bottom line, both long and short term. He delivers specific recommendations that can be used to establish and manage a shared services effort and includes a variety of examples of programs that work and those that do not. |
| business shared services model: How to Get Best Value from HR Peter Andrew Reilly, Tony Williams, 2003 Annotation This book takes the reader through the decision-making process as to whether the shared services option is appropriate for them. This is followed by step-by-step practical guidance on how to set-up and run and monitor a shared services operation. It finishes by drawing attention to the pitfalls and a checklist of things to do to improve your chances of success. |
| business shared services model: Shared Services in Finance and Accounting Tom Olavi Bangemann, 2005 Most large companies worldwide today have some kind of shared services concept in place. Over half of the medium and large companies are currently engaged in some kind of shared service project activity. The investment in shared services is always calculated in millions. In other words, the costs of getting it right (or getting it wrong) can be huge. Shared Services in Finance and Accounting is a concise blueprint for identifying, assessing, designing, implementing and improving the process for shared services in the finance and accounting function. Tom Bangemann focuses on critical success factors, the people issues involved, and learning from other people's big mistakes. The book includes a variety of real life examples and real benchmarking data, performance metrics and best practices. The section on implementation is based on a proven five-phase methodology and explains the steps and activities involved as well as showing examples of the deliverables and the results you can expect. Any CEO, MD, CFO, Finance Director and senior finance people will find this book a 'must-have' guide to the process before they start and an excellent benchmark against which to measure the performance of any existing shared service operation. |
| business shared services model: Common Cause: Shared Services for Human Resources Karen V. Beaman, 2006 Collection of essays explore shared services in the human resources environment. |
| business shared services model: Networked, Scaled, and Agile Amy Kates, Greg Kesler, Michele DiMartino, 2021-03-03 While technology and geopolitical forces change the face of business today, the patterns and challenges of organizing humans to work together across organization, culture, language and time zone boundaries remain. To face these challenges, all organizations need to be agile, networked and scalable. Networked, Scaled, and Agile reveals how to shape organizations that will enable people to make faster and better decisions in a more complex world. By outlining the tension between the need for agility/differentiation and scale/integration, the book offers a new way to think about this debate using the models of the Tower (vertical integration) and the Square (horizontal integration). It addresses the role of the leadership team and how the organization design process can build C-suite leaders and successors. Each chapter concludes with a series of reflection questions for leaders as well as a summary of key concepts and tips. Including case studies from global organizations, Networked, Scaled, and Agile reveals how organization design can address three of the biggest business challenges organizations face today: how to build a new capability across the entire enterprise; how to make the entire organization more customer-centric; and how to allow for faster innovation. |
| business shared services model: Project to Product Mik Kersten, 2018-11-20 As tech giants and startups disrupt every market, those who master large-scale software delivery will define the economic landscape of the 21st century, just as the masters of mass production defined the landscape in the 20th. Unfortunately, business and technology leaders are woefully ill-equipped to solve the problems posed by digital transformation. At the current rate of disruption, half of S&P 500 companies will be replaced in the next ten years. A new approach is needed. In Project to Product, Value Stream Network pioneer and technology business leader Dr. Mik Kersten introduces the Flow Framework—a new way of seeing, measuring, and managing software delivery. The Flow Framework will enable your company’s evolution from project-oriented dinosaur to product-centric innovator that thrives in the Age of Software. If you’re driving your organization’s transformation at any level, this is the book for you. |
| business shared services model: Assessing Business Health of Shared Services Dr. Vipin K. Suri, 2023-09-26 About the Book A business health check assessment of a Shared Services organization is important to determine if the service delivery organization is operating effectively and creating value for the company. The executives and other professionals can use this assessment to develop a step-by-step approach for assessing the effectiveness of their Shared Services organizations. Assessing Business Health of Shared Services focuses on the issues that impact decision-making and action planning regarding service delivery management, customer relationships management, employee motivation management, business contribution management and change and quality management, as well as building and managing plans for improvement. The business health check assessment has been used by several companies to improve the effectiveness of their Shared Services organizations. The assessment of the Shared Services effectiveness is determined by a qualitative assessment of how well the management practices are deployed and how well the internal customer requirements are met at a point in time. About the Author Dr. Vipin K. Suri is the Managing Director of Shared Services International Inc, a management consulting firm focused on Shared Services design and implementation, as well as online and in-classroom training in the areas of Shared Services, Project Management, and Six Sigma. He is also the Managing Director and Group CEO of SSI (Beijing), a management consulting firm in China. As a management consultant for over 21 years, Vipin has successfully assisted several companies in the Asia-Pacific Region, Australia, India, and North America with their efforts to implement Shared Services and to review effectiveness of their Human Resources, Supply Chain Management, Finance, Information Technology, and other business support functions. |
| business shared services model: SOA Source Book The Open Group, 2020-06-11 Software services are established as a programming concept, but their impact on the overall architecture of enterprise IT and business operations is not well-understood. This has led to problems in deploying SOA, and some disillusionment. The SOA Source Book adds to this a collection of reference material for SOA. It is an invaluable resource for enterprise architects working with SOA.The SOA Source Book will help enterprise architects to use SOA effectively. It explains: What SOA is How to evaluate SOA features in business terms How to model SOA How to use The Open Group Architecture Framework (TOGAF ) for SOA SOA governance This book explains how TOGAF can help to make an Enterprise Architecture. Enterprise Architecture is an approach that can help management to understand this growing complexity. |
| business shared services model: Shared Services as a New Organizational Form Tanya Bondarouk, 2014-07-31 What do shared service models involve? Which business processes can and/or should be shared? This ASM volume deals with such questions relating to the increasingly popular use of Shared Service Centers in organizations. The volume intends to move beyond debating the relevance of shared services towards more systematic research action. |
| business shared services model: Mastering the Cube Reed Deshler, Kreig Smith, Alyson Von Feldt, 2014-07-26 Mastering the Cube skillfully lays out proven organization design principles. Comparing today's complex organizations to a Rubik's Cube, the authors explain how focusing improvement efforts on just one or two facets of the organization is akin to concentrating on just one side of the cube. Doing so is bound to affect-and more likely jumble-the other areas needed to generate a healthy and sustainable organization. They advocate stepping back and taking a systems-wide, comprehensive view of change and bringing all elements into alignment with strategy. They describe eight common beliefs and missteps that cause leaders to stumble, and they offer eight building blocks to effectively orchestrate complex organizational change. Written for both business leaders and their change partners in human resources, organization effectiveness, organization design, strategy, information technology, and process or continuous improvement (e.g., Lean Six Sigma), the book offers practical wisdom to help readers develop a shared perspective on organization design and achieve positive business results. It also outlines key principles and concepts for leading effective organization alignment-and moving your organization into a productive, rewarding future. Whether the transformation before you involves restructuring, consolidations, or mergers and acquisitions, this resource provides the guidance you'll need to become skilled in the important, real work of strategic organizational alignment. This is a great step-by-step how-to manual on defining and changing the design of your company. If you're facing such challenges and have only time to read one thing, read this. It is omniscient, efficient and sufficient. --Clayton Christensen, Professor, Harvard Business School A must read for C-Suite execs interested in cutting the fat and preserving the muscle. Mastering the Cube: Overcoming Stumbling Blocks and Building an Organization that Works is a blueprint for smart, engaging cost reduction and efficiency no matter the circumstances. --Joe Nothwang, President, Rentals and Leasing, the Americas and Asia, Hertz Corporation The 8 stumbling blocks are an excellent reminder of the all-too-often misguided approach and beliefs at play within businesses tackling organization transformation and change. Mastering the Cube offers thoughtful and practical wisdom and techniques for any leader who seeks to ensure that the organization design efforts they undertake are aligned with strategy and result in sustainable business impact. --Angela S. Lalor, Senior Vice President, Human Resources, Danaher This book doesn't sugar coat the tough choices with which organization leaders are confronted For those who have the courage to move forward, Mastering the Cube is a practical and valuable guide to aligning organization choices to strategy. I found the guidance equally applicable to all types of organizations: for-profit, government, and non-profit. --Ann R. Henry, Vice President, Global Operations, Cisco Capital Mastering the Cube is a guide organization architects can use to maneuver through the critical steps to produce an organization that works. Nicely done. --Larry Costello, Executive Vice President and Chief Human Resource Officer, Tyco International AlignOrg Solutions is an international consultancy serving enterprises of all sizes and types to clarify strategy, align organizational choices, build organization capabilities, manage and implement change, and develop alignment leadership. The firm offers a high-engagement approach, exceptional alignment tools, and hard-won expertise in leading organization transformation projects. They are respected worldwide for helping leaders and their change partners align the choices in their organizations with a differentiated strategy for future success. |
| business shared services model: Hybrid Virtual Teams in Shared Services Organizations Thomas Afflerbach, 2020 This book focuses on virtual teams, which are fraught with cooperation problems. It offers novel insights into how team members experience and overcome these problems by empirically studying hybrid virtual teams in Shared Services Organizations. It firstly enhances the reader's understanding of contextual challenges relating to cooperation and shows how members of such teams experience faultlines through distance, disconnection through reliance on communication technology and discontinuity through temporality of team composition. Secondly, it explores how they use 22 practices to overcome the cooperation problem, which can be categorized as strategies of identity constructing, trusting and virtual peer monitoring. Lastly, the study analyzes the role of technology, demonstrating that state-of-the-art media can facilitate, but not ensure the use of these strategies and practices. As such, the book has implications for both researchers and practitioners. |
| business shared services model: Finance Bundling and Finance Transformation Frank Keuper, Kai-Eberhard Lueg, 2013-11-13 In managerial literature the challenges of ramping-up, growing and enhancing a (Finance) Shared Services Organization are regularly neglected. Therefore, the compilation will address two objectives: First, based on a generic phase model of an SSO’s development, frequently arising questions related to the management of SSOs shall be systematically discussed and practicable solutions derived. Secondly, a picture of the future of SSOs shall be elaborated, resulting in new future management implications. |
| business shared services model: Shared Services Daniel C. Melchior, Jr., 2011-01-04 Praise for Shared Services A Manager's Journey In Shared Services: A Manager's Journey, Dan presents the real business cultural challenges along with human factors when taking on such a change in a company's processes. A must-read for any executive, manager, or team member who is considering, decided to, or is already in the process of converting a company from a decentralized organization to a shared services environment. -Katherine M. Ericsson Vice President of Membership, Project Management Institute of South Florida and director of a project management office, in a shared services environment within the distribution industry A how-to/survival guide for those thinking about entering shared services or beginning the journey...for the rest of us, an entertaining look back at our journey both professionally and personally. A great read! -Steve K. Stone Senior Vice President and CFO, Newspapers and Shared Services Morris Communications Company Over the past fifteen years, I've had the pleasure of working directly with hundreds of companies who are implementing shared services. What is striking is how very different 'real experiences' are from the stories spun by consultants or keynote speakers at conferences. Getting to the 'real truth' of how to put the pieces together will help you keep consulting fees low and the probability of success high. This book is a practical guide created by someone who has been there. It is the truth! -Mike Hostetler Managing Director, Shared Services Roundtable Corporate Executive Board |
| business shared services model: Local Government Shared Services Centers Paweł Modrzyński, 2020-08-12 Built on independent research and financial audits of a number of newly created Shared Service Centers (SSCs) in Poland, Local Government Shared Services Centers: Management and Organization is the first book to thoroughly examine the organization, development and effectiveness of the shared service market in the Polish public sector. |
| business shared services model: Municipal Shared Services and Consolidation Alexander Henderson, 2014-10-17 Municipal Shared Services and Consolidation provides a comprehensive and clear review of the theories and practices of structuring and managing complex local government services. Intended for both students and practitioners, this volume in the Public Solutions Handbook Series addresses concepts and processes of shaping collaborative arrangements in public service with goals of effectiveness and efficiency in mind. The Handbook begins with a review of theories of shared services and consolidation, highlighting conceptual foundations, practical barriers, and cultural considerations related to these efforts. Specific, practical advice follows, highlighting the processes of creating, implementing, and managing shared services and consolidation agreements. Municipal Shared Services and Consolidation is exceptionally well written and is amplified by examples, cases, illustrations, and a comprehensive bibliography. |
| business shared services model: Service Profit Chain W. Earl Sasser, Leonard A. Schlesinger, James L. Heskett, 1997-04-10 In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Why are a select few service firms better at what they do -- year in and year out -- than their competitors? For most senior managers, the profusion of anecdotal service excellence books fails to address this key question. Based on five years of painstaking research, the authors show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity. The strongest relationships the authors discovered are those between (1) profit and customer loyalty; (2) employee loyalty and customer loyalty; and (3) employee satisfaction and customer satisfaction. Moreover, these relationships are mutually reinforcing; that is, satisfied customers contribute to employee satisfaction and vice versa. Here, finally, is the foundation for a powerful strategic service vision, a model on which any manager can build more focused operations and marketing capabilities. For example, the authors demonstrate how, in Banc One's operating divisions, a direct relationship between customer loyalty measured by the depth of a relationship, the number of banking services a customer utilizes, and profitability led the bank to encourage existing customers to further extend the bank services they use. Taco Bell has found that their stores in the top quadrant of customer satisfaction ratings outperform their other stores on all measures. At American Express Travel Services, offices that ticket quickly and accurately are more profitable than those which don't. With hundreds of examples like these, the authors show how to manage the customer-employee satisfaction mirror and the customer value equation to achieve a customer's eye view of goods and services. They describe how companies in any service industry can (1) measure service profit chain relationships across operating units; (2) communicate the resulting self-appraisal; (3) develop a balanced scorecard of performance; (4) develop a recognitions and rewards system tied to established measures; (5) communicate results company-wide; (6) develop an internal best practice information exchange; and (7) improve overall service profit chain performance. What difference can service profit chain management make? A lot. Between 1986 and 1995, the common stock prices of the companies studied by the authors increased 147%, nearly twice as fast as the price of the stocks of their closest competitors. The proven success and high-yielding results from these high-achieving companies will make The Service Profit Chain required reading for senior, division, and business unit managers in all service companies, as well as for students of service management. |
| business shared services model: Shared Services As a New Organizational Form , 2014 Annotation Organizations increasingly establish Shared Service Centers, either for transactional (administrative) or transformational (organizational change) purposes. Their popularity originates from a combination of efficiency gains and an increase in service quality, without giving up control of the organizational and technical arrangements. The belief is that shared services should maximize the advantages of centralized and decentralized delivery of business functions. The volume deals with sample questions, including: What do shared service models involve? What are the structural arrangements between shared services and the organizations? Which business processes can and/or should be shared? What are the structural differences between shared services in different business processes? This ASM volume intends to move towards more systematic research action. Five main theoretical priorities shape the content of the volume: conceptualizing shared services for different types of business processes, business strategy and shared services, shared services and performance, pluralism in organizing shared services, and governance of shared services in different types of organizations. |
| business shared services model: Operating Model Canvas (OMC) Mark Lancelott, Mikel Gutierrez, Andrew Campbell, 2017-03-16 The journey from strategy to operating success depends on creating an organization that can deliver the chosen strategy. This book, explaining the Operating Model Canvas, shows you how to do this. It teaches you how to define the main work processes, choose an organization structure, develop a high-level blueprint of the IT systems, decide where to locate and how to lay out floor plans, set up relationships with suppliers and design a management system and scorecard with which to run the new organization. The Operating Model Canvas helps you to create a target operating model aligned to your strategy. The book contains more than 20 examples ranging from large multi-nationals to government departments to small charities and from an operating model for a business to an operating model for a department of five people. The book describes more than 15 tools, including new tools such as the value chain map, the organization model and the high-level IT blueprint. Most importantly, the book contains two fully worked examples showing how the tools can be used to develop a new operating model. This book should be on the desk of every consultant, every strategist, every leader of transformation, every functional business partner, every business or enterprise architect, every Lean expert or business improvement champion, in fact everyone who wants to help their organization be successful. For trainers free additional material of this book is available. This can be found under the Training Material tab. Log in with your trainer account to access the material.Additional content can be found on the website for the Operational Model Canvas: https://www.operatingmodelcanvas.com |
| business shared services model: HR Shared Services and the Realignment of HR P. Reilly, 2000 This report examines how adopting the shared services model of human resources (HR) services delivery can help businesses achieve better alignment between their HR service and specific business needs. Chapter 1 provides background information on the research project underlying this report, which included the following data collection activities: site visits to 15 organizations in different sectors that had introduced some form of HR shared service; interviews with four consultants regarding the present and future of HR shared services; and literature reviews. Chapters 2-7 discuss the following aspects of adopting and implementing the HR shared model: (1) reasons for creating an HR shared service (overall picture, cost reasons, quality reasons, organizational reasons, and technological facilitation); (2) the strategic, operational, and support activities involved in HR shared services and how shared HR services were introduced at the organizations studied; (3) issues in the delivery of shared services (centralization, devolution, in-sourcing versus out-sourcing, structuring the service, and service definition and monitoring); (4) the advantages and disadvantages of the HR shared services model; (5) the future of shared services in light of technological innovation and organizational change; and (6) issues in creating successful shared services. The bibliography contains 51 references. (MN) |
| business shared services model: Enterprise Architecture as Strategy Jeanne W. Ross, Peter Weill, David Robertson, 2006 Enterprise architecture defines a firm's needs for standardized tasks, job roles, systems, infrastructure, and data in core business processes. This book explains enterprise architecture's vital role in enabling - or constraining - the execution of business strategy. It provides frameworks, case examples, and more. |
| business shared services model: Team Topologies Matthew Skelton, Manuel Pais, 2019-09-17 Effective software teams are essential for any organization to deliver value continuously and sustainably. But how do you build the best team organization for your specific goals, culture, and needs? Team Topologies is a practical, step-by-step, adaptive model for organizational design and team interaction based on four fundamental team types and three team interaction patterns. It is a model that treats teams as the fundamental means of delivery, where team structures and communication pathways are able to evolve with technological and organizational maturity. In Team Topologies, IT consultants Matthew Skelton and Manuel Pais share secrets of successful team patterns and interactions to help readers choose and evolve the right team patterns for their organization, making sure to keep the software healthy and optimize value streams. Team Topologies is a major step forward in organizational design for software, presenting a well-defined way for teams to interact and interrelate that helps make the resulting software architecture clearer and more sustainable, turning inter-team problems into valuable signals for the self-steering organization. |
| business shared services model: Strategic Sourcing in the New Economy Bonnie Keith, Kate Vitasek, Karl Manrodt, Jeanne Kling, 2016-01-12 This book provides a comprehensive overview of each of the sourcing business model. Readers will master the art and science of strategic sourcing by being able to chart a unique path that fits their capacity to apply more the full continuum of strategic sourcing concepts and tools. |
| business shared services model: Introduction to Business Lawrence J. Gitman, Carl McDaniel, Amit Shah, Monique Reece, Linda Koffel, Bethann Talsma, James C. Hyatt, 2024-09-16 Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License. |
| business shared services model: IT Savvy Peter Weill, Jeanne W. Ross, 2009-07-07 Digitization of business interactions and processes is advancing full bore. But in many organizations, returns from IT investments are flatlining, even as technology spending has skyrocketed. These challenges call for new levels of IT savvy: the ability of all managers-IT or non-IT-to transform their company's technology assets into operational efficiencies that boost margins. Companies with IT-savvy managers are 20 percent more profitable than their competitors. In IT Savvy, Peter Weill and Jeanne Ross-two of the world's foremost authorities on using IT in business-explain how non-IT executives can acquire this savvy. Concise and practical, the book describes the practices, competencies, and leadership skills non-IT managers need to succeed in the digital economy. You'll discover how to: -Define your firm's operating model-how IT can help you do business -Revamp your IT funding model to support your operating model -Build a digitized platform of business processes, IT systems, and data to execute on the model -Determine IT decision rights -Extract more business value from your IT assets Packed with examples and based on research into eighteen hundred organizations in more than sixty countries, IT Savvy is required reading for non-IT managers seeking to push their company's performance to new heights. |
| business shared services model: Human Resource Champions David Ulrich, 1996-10-30 The author argues that the roles of human resource professionals must be redefined to meet the competitive challenges organizations face today and into the future. He provides a framework that identifies four distinct roles of human resource professionals: strategic player, administrative expert, employee champion, and change agent. He includes many examples to demonstrate that human resource professionals must operate in all four areas simultaneously in order to contribute fully. He urges a shift of these professionals' mentality from what I do to what I deliver and makes specific recommendations for how individuals in human resources can partner with line managers to make organizations more competitive. |
| business shared services model: Business Model Generation Alexander Osterwalder, Yves Pigneur, 2013-02-01 Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation. Co-created by 470 Business Model Canvas practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a game-changing business model--or analyze and renovate an old one. Along the way, you'll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition. Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others. Designed for doers, it is for those ready to abandon outmoded thinking and embrace new models of value creation: for executives, consultants, entrepreneurs, and leaders of all organizations. If you're ready to change the rules, you belong to the business model generation! |
| business shared services model: Offshoring Strategies Ilan Oshri, 2011-02-25 The evolution of a rapidly growing mode of offshoring, captive centers: basic models, strategies, and case studies of Fortune Global 250 firms. In today's globalized economy, firms often consider offshoring when confronted by rising costs and fierce competition. One mode of offshoring has continued to grow despite the current global economic turmoil: the captive center. Captive centers are offshore subsidiaries or branch offices that provide the parent company with services, usually in the form of back-office activities. In Offshoring Strategies, Ilan Oshri examines the evolution of the captive center. He identifies basic captive center models, examines the captive center strategies pursued by Fortune Global 250 firms, describes current captive center trends, and offers detailed individual case studies that illustrate each model. His analysis highlights the strategic paths available to firms that want to maximize the returns offered by captive centers. Oshri outlines six models for captive centers that range from the basic wholly owned branch office to hybrids and joint ventures and identifies evolutionary paths along which the basic model develops. He analyzes firms' strategies during initial set-up, then tracks the changes as strategies evolve to meet different business needs. The case studies, all based on the Fortune Global 250, include the development of a basic captive unit into a complex hybrid structure; the evolution a captive center into a shared service center offering services to other international firms; the divestment of a captive center to a private equity firm; and the migration of a captive center to a location where costs were lower. |
| business shared services model: Business Models for the Circular Economy Opportunities and Challenges for Policy OECD, 2019-04-03 Natural resources, and the materials derived from them, represent the physical basis for the economic system. Recent decades have witnessed an unprecedented growth in demand for these resources, which has triggered interest from policy makers in transitioning to a more resource efficient and ... |
| business shared services model: Improving Corporate Functions Using Shared Services Great Britain. Parliament. House of Commons. Committee of Public Accounts, 2008 Corporate services provide vital support to the delivery of effective and efficient public services. They include activities such as finance and accounting, human resources, procurement, information technology, facilities management and estates management. Shared services are designed to improve efficiency and service quality by combining such activities across different parts of an organisation, or across separate organisations. The Cabinet Office has estimated the cost of finance and human resources functions across government as £7 billion a year. It believes there is scope to save in the order of £1.4 billion annually through the use of shared services. This report examines the Cabinet Office's efforts to improve corporate functions using shared services, as well as the impact of two of the more established public sector shared services in the NHS and the Prison Service. NHS Shared Business Services is a joint venture between the Department of Health and Xansa PLC selling procurement, finance and accounting services to 89 NHS organisations out of a total of 416 potentially eligible NHS bodies. It is not yet making a profit and has paid no dividend to either the Department of Health or Xansa. It needs to attract a further 22 customers simply to break even, and approximately 180 more customers to deliver its forecast savings to the taxpayer of £250 million by 2014-15. HM Prison Service's Shared Services Centre provides finance, procurement and human resources services to all 128 Prison establishments, and the system is now working well. |
| business shared services model: Innovation, Technology, and Market Ecosystems Rajagopal, Ramesh Behl, 2019-09-13 This edited book brings together international insights for raising rich discussion on industrial growth in the twenty-first century with a focus on the Industry 4.0 drive in the global marketplace, which is driven by innovations, technology, and digital drives. It delineates multiple impacts on business-to-business, business-to-consumers, the global-local business imperatives, and on the national economy. The chapters critically analyze the convergence of technology, business practices, public policies, political ideologies, and consumer values for improving business performance in the context of Industry 4.0 developments. This contribution will enrich knowledge on contemporary business strategies towards automation and digitization process in manufacturing, services, and marketing organizations. The discussions across the chapters contemplate developing new visions and business perspectives to match with the changing priorities of industries in the emerging markets. |
| business shared services model: Digital Services and Platforms. Considerations for Sourcing Julia Kotlarsky, Ilan Oshri, Leslie Willcocks, 2019-03-06 This book constitutes revised selected papers from the 12th international Global Sourcing Workshop 2018, held in La Thuile, Italy, in February 2018. The 9 contributions included were carefully reviewed and selected from 40 submissions. The book offers a review of the key topics in sourcing of services, populated with practical frameworks that serve as a tool kit to students and managers. The range of topics covered in this book is wide and diverse, offering micro and macro perspectives on successful sourcing of services. Case studies from various organizations, industries and countries are used extensively throughout the book, giving it a unique position within the current literature offering. |
| business shared services model: Shared Services in Local Government Ray Tomkinson, 2007 By using extensive case studies drawn from across local councils in England, Ray Tomkinson explains the implications of sharing service delivery, addresses concerns about loss of control and accountability, and demonstrates the potential advantages. He shows how to set up collaborative ventures, formal partnerships, shared service centres or special purpose vehicles, while pointing out possible pitfalls, thus enabling senior managers to follow all the necessary project steps to create an appropriate shared service. |
| business shared services model: Shared Services and Outsourcing: A Contemporary Outlook Julia Kotlarsky, Ilan Oshri, Leslie P. Willcocks, 2016-09-27 This book constitutes the revised selected papers from the 10th Global Sourcing Workshop held in Val d’Isère, France, in February 2016. The 11 papers presented in this volume were carefully reviewed and selected from 47 submissions. The book offers a review of the key topics in outsourcing and offshoring of information technology and business services offering practical frameworks that serve as a tool kit to students and managers. The range of topics covered is wide and diverse, but predominately focused on how to achieve success in shared services and outsourcing. More specifically, the book examines outsourcing decisions and management practices, giving specific attention to shared services that have become one of the dominant sourcing models. The topics discussed combine theoretical and practical insights regarding challenges that industry leaders, policy makers, and professionals face or should be concerned with. Case studies from various organizations, industries and countries such as UK, Italy, The Netherlands, Canada, Australia and Denmark complete the book. |
| business shared services model: Encyclopedia of Business Analytics and Optimization Wang, John, 2014-02-28 As the age of Big Data emerges, it becomes necessary to take the five dimensions of Big Data- volume, variety, velocity, volatility, and veracity- and focus these dimensions towards one critical emphasis - value. The Encyclopedia of Business Analytics and Optimization confronts the challenges of information retrieval in the age of Big Data by exploring recent advances in the areas of knowledge management, data visualization, interdisciplinary communication, and others. Through its critical approach and practical application, this book will be a must-have reference for any professional, leader, analyst, or manager interested in making the most of the knowledge resources at their disposal. |
| business shared services model: SHRM-CP and SHRM-SCP Practice Exams Elizabeth Bloom, 2021-03-11 |
| business shared services model: The New Accounts Payable Toolkit Christine H. Doxey, 2021-04-08 THE NEW ACCOUNTS PAYABLE TOOLKIT In The New Accounts Payable Toolkit, accomplished entrepreneur, consultant, and finance expert Christine H. Doxey delivers a unique and powerful approach to the accounts payable process and discusses the impact of the automation of the Procure to Pay (P2P) process. The toolkit explores all aspects of the accounts payable process, from the establishment of the contract and the purchase order to the supplier validation process, invoice processing and payment, accounting, and fiscal close. You’ll learn the key metrics and analytics needed for the accounts payable process. This comprehensive toolkit provides the best practices, tools, and internal controls that can help safeguard your company’s cash and other assets. You’ll obtain a variety of tools to create the foundation required for current internal controls and compliance to ensure that suppliers are correctly validated in the supplier master file to maintain regulatory compliance. Avoid paying fraudulent or inaccurate invoices and avoid paying a supplier’s invoice more than once. Be certain that all supplier invoices are properly accounted for to ensure an accurate fiscal close. Finally, stay up to date with all current and coming trends in the accounts payable process, including eInvoicing, ePayment, Robotic Process Automation (RPA), Artificial Intelligence (AI), Machine Learning, and eAccounting. The New Accounts Payable Toolkit provides guidance for the implementation of AP automation solutions that can streamline and modernize your own systems and processes to take advantage of new digital developments. Perfect for controllers, chief financial officers, and finance managers, The New Accounts Payable Toolkit will also earn a place in the libraries of students and professionals who seek to better understand the components of an optimal accounts payable. UNCOVER A UNIQUE AND POWERFUL NEW APPROACH TO ACCOUNTS PAYABLE PROCESSES The New Accounts Payable Toolkit offers readers a comprehensive and timely new way of handling their accounts payable systems and processes. You’ll discover how to implement new digital technologies in every aspect of the accounts payable process, from the establishment of the initial contract and purchase order to the supplier validation process, invoice processing and payment, accounting, and fiscal close. You’ll learn to validate suppliers in the master list to ensure regulatory compliance, prevent multiple payments for a single invoice, keep from paying fraudulent, inaccurate, or incomplete invoices, and apply best practices to help safeguard your company’s assets. You’ll also discover how to measure and record key metrics and analytics to maintain an effective accounts payable process. Finally, you’ll read about new and upcoming trends in accounts payable, like artificial intelligence, machine learning, and robotic process automation that you can implement today to realize new efficiencies and savings. Ideal for chief financial officers, finance managers, and controllers, The New Accounts Payable Toolkit is an invaluable guide to modernizing and optimizing your own company’s accounts payable processes and systems. |
| business shared services model: The Fourth Industrial Revolution Klaus Schwab, 2017-01-03 World-renowned economist Klaus Schwab, Founder and Executive Chairman of the World Economic Forum, explains that we have an opportunity to shape the fourth industrial revolution, which will fundamentally alter how we live and work. Schwab argues that this revolution is different in scale, scope and complexity from any that have come before. Characterized by a range of new technologies that are fusing the physical, digital and biological worlds, the developments are affecting all disciplines, economies, industries and governments, and even challenging ideas about what it means to be human. Artificial intelligence is already all around us, from supercomputers, drones and virtual assistants to 3D printing, DNA sequencing, smart thermostats, wearable sensors and microchips smaller than a grain of sand. But this is just the beginning: nanomaterials 200 times stronger than steel and a million times thinner than a strand of hair and the first transplant of a 3D printed liver are already in development. Imagine “smart factories” in which global systems of manufacturing are coordinated virtually, or implantable mobile phones made of biosynthetic materials. The fourth industrial revolution, says Schwab, is more significant, and its ramifications more profound, than in any prior period of human history. He outlines the key technologies driving this revolution and discusses the major impacts expected on government, business, civil society and individuals. Schwab also offers bold ideas on how to harness these changes and shape a better future—one in which technology empowers people rather than replaces them; progress serves society rather than disrupts it; and in which innovators respect moral and ethical boundaries rather than cross them. We all have the opportunity to contribute to developing new frameworks that advance progress. |
| business shared services model: Waste to Wealth Peter Lacy, Jakob Rutqvist, 2016-04-30 Waste to Wealth proves that 'green' and 'growth' need not be binary alternatives. The book examines five new business models that provide circular growth from deploying sustainable resources to the sharing economy before setting out what business leaders need to do to implement the models successfully. |
BUSINESS | English meaning - Cambridge Dictionary
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VENTURE | English meaning - Cambridge Dictionary
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ENTERPRISE | English meaning - Cambridge Dictionary
ENTERPRISE definition: 1. an organization, especially a business, or a difficult and important plan, especially one that….
INCUMBENT | English meaning - Cambridge Dictionary
INCUMBENT definition: 1. officially having the named position: 2. to be necessary for someone: 3. the person who has or….
AD HOC | English meaning - Cambridge Dictionary
AD HOC definition: 1. made or happening only for a particular purpose or need, not planned before it happens: 2. made….
LEVERAGE | English meaning - Cambridge Dictionary
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ENTREPRENEUR definition: 1. someone who starts their own business, especially when this involves seeing a new opportunity….
CULTIVATE | English meaning - Cambridge Dictionary
CULTIVATE definition: 1. to prepare land and grow crops on it, or to grow a particular crop: 2. to try to develop and….
EQUITY | English meaning - Cambridge Dictionary
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Global Business Services overview - KPMG
transactional services Shared services or outsourcing typically on a single-function, regional basis – BSM BUSINESS SERVICES MATURITY Global Business Services adds strategic, …
Whitepaper: Shared Services Maturity Model - Newgen
Shared Services Maturity Model 1 of 12 WHITE PAPER The increasing pressures on enterprises, amidst disruptive competitive forces with newer disruptive business models and inherently …
Ease the Transition to Shared Services with a Plan for …
Oct 23, 2019 · Designing an organizational model that reflects campus priorities is an important first step in any shared services journey. But bringing this vision to life is more ... Common …
National Aeronautics and Space Administration - NASA
What is Shared Services? • What is Shared Services? – A business model for delivering support services » Centralization is not shared services » Consolidation is not shared services • How …
The Ultimate Guide to Shared Services Transformation
the model’s inception. Those commandments are not going anywhere, but there are new ones entering the fold. The SSC remit is expanding — significantly. ... for Shared Services and …
HR SHARED SERVICES: KEY TRENDS AND PERFORMANCE …
Our corporate and shared services knowledge, expertise, and experience are unmatched—no other firm has helped more clients with more unique solutions. ScottMadden is a management …
MEMORANDUM FOR HEADS OF EXECUTIVE DEPARTMENTS …
Apr 26, 2019 · The Government’s current shared services model relies on a network of legacy providers ... Some agencies may also have a business need to address legacy system …
Making Shared Services Work for You - Booz Allen Hamilton
However, the shared services model has bridged several administrations, due to its value proposition. In an era of “doing more with less,” the broader adoption of shared services is not …
Rise of the Global Capability Center as a reinvention engine
services that will improve efficiency and quality and increase innovation. There are different ways to manage this relationship: • In a landlord model, GCCs operate alongside GBS without …
TRANSFORM TO A SHARED SERVICES MODEL FOR FINANCE …
finance shared services model with harmonized data, processes and IT systems can achieve this, minimizing business disruption is a key concern for large enterprises with heterogeneous IT …
Creating IT Shared Services - Association for Information …
Nov 30, 2011 · centralized model and the shared services model. First, shared services have a customer-centric mindset (users of the service are viewed as customers and the shared …
Shared service and outsourcing advisory - KPMG
Organizational Model and Change Management . Services Design, Provisioning, and Implementation . Shared Services Design, Location Selection and Implementation ... GBS; …
NASA Shared Services Center Overview
NASA Shared Services Center National Aeronautics and Space Administration Why a Shared Services Business Model? •Single mission to achieve operational efficiencies through …
Future-proof your Global Business Services operating model …
beyond the traditional shared services and outsourcing cost-reduction paradigms, and center the design of support services on the needs and priorities of the enterprise as a whole, beyond …
Research Shared Services: A Case Study in Implementation
Over the past few years there has been increasing attention toward the idea of shared services as a model for supporting research administration at research-intensive institutions (Gideon, …
Shared Services US Federal Government
The appointment of a Federal Chief Shared Services Officer (CSSO) will be necessary to coordinate the development of a comprehensive plan (including business case) and then …
HR Shared Services Run HR like a commercial enterprise
HR Shared Services can be the vehicle that helps turn a mere “need to have” function into a competitive advantage, helping companies save money, make services more consistent and …
HR Shared Services / HR Operations Models and Trends
operating model •9 questions Survey •Understand HRSS structures •45 minute interviews •Deep dive into Employee Experience, Tech and HR Organization . Interview. Centers of Excellence …
HR business partnering - Factsheets - CIPD - Aspire HRBP
the three-legged model (referred to as the Ulrich model) including business partners, specialists and shared services. Among small and medium-sized organisations (less than 250 …
Approach to Evaluating Your Institution’s Service Delivery …
the service delivery model of the university. This aligning factor is less about deploying a shared services model, and more about shaping the overall strategic direction. Prior to implementing …
How finance shared services affect profitability: an IT …
Our study adds shared services model to this list. Shared services model diers from the other types of IT resources as it integrates IT infrastructure, business processes and organizational …
Shared services: Management fad or real value - Strategy&
shared-services unit becomes another business unit, perceived and managed as an outside vendor, with no choice but to be competitive on price and service level. Why the Shared …
10 Characteristics of Top Performing HR Service Organizations
ScottMadden, a leading HR shared services consultant with a track record stretching back more than three decades, has surveyed HR shared services for the past seven years to identify the . …
HR Shared Services / HR Operations Models and Trends
operating model •9 questions Survey •Understand HRSS structures •45 minute interviews •Deep dive into Employee Experience, Tech and HR Organization . Interview. Centers of Excellence …
Using Shared Services to Drive the HR Operating Model of …
turned to HR shared services. Learn how HR shared services can be utilized to drive the operating model of the future by achieving a greater division of strategic and operational …
OFFICE OF MANAGEMENT AND BUDGET THE DIRECTOR
activities of shared services and will collaborate with respective LOB Managing Partners during the development of shared service implementation guidance. In addition, 120 days after the …
Introducing a Build Operate Transform Transfer (BOTT) Model …
purchases services necessary to run critical business functions. ... Conversely, a BOTT and captive shared services model allows organizations to have more control over the processes …
From Shared Services to Professional Services - Amazon …
so HR should be organized around a shared services model. RBL estimates that 65–75 percent of large companies use a shared service/matrix model. As discussed above, in a shared services …
HR Shared Services Benchmarking Highlights - ScottMadden
Financial Services/Banking Electronics Insurance Retail and Wholesale Services Industry 2% 16% 24% 28% 21% 9% <1,000 1,000 to 5,000 5,000 to 10,000 10,000 to 25,000 25,000 to …
Enabling HR service delivery - Deloitte United States
Whether or not an organization has implemented a shared services model, it may seem a steep challenge to expand the role of HR shared services beyond the current state. However, this …
Capturing value through IT consolidation and shared services
ultimately, in adopting a shared-services model Agencies should look beyond data-center consolidation for opportunities to streamline IT assets. By pursuing a range of initiatives, …
CENTER OF EXCELLENCE AS A NEXT STEP FOR SHARED …
The classic shared-service model was created to achieve savings. It is reached by creating economies of scale and enhancing of efficiency, so delivering services for more and more
Study on the Innovation of Human Resources Shared Service …
Sep 30, 2024 · Resources Shared Service Center), Human Resources Expertise (COE, Center of Expertise) and HR Business Partner (HRB). Expertise) and HRBP (Human Resources …
Capturing the promise of shared services - Strategy&
have implemented shared services in the past decade (most of them in the past five years), we have observed three predominant shared-services models — all of which are still in use today. …
Recommendations for Transitioning Shared Services to Full …
Further, some mission-centric functions could possibly be supported through a shared services or shared services “like” model, for example, to efficiently centralize certain functions to ...
Insights from the Second KPMG China Shared Services Summit
The business case for multinational shared services centres in China The life cycle of a shared services centre Not a black and white choice ... catapulted the shared services and sourcing …
Business focus and the organisation - Nestlé Global
greater business focus Zone model still dominant, SBUs as complement to Zones CentreZone Zone SBU funct. Market Market Market Growing business focus Today ... Shared services. 9 …
Can Financial Shared Services Improve Business …
GunnCarberry, Frigo, and, Behrens (1993) pointed that shared services can reduce the hierarchical structure through reasonable resource allocation and enable enterprises to obtain …
Global business services and shared services organizations …
global business services (GBS) and shared services organizations, one thing is clear: Conventional wisdom and long-held “orthodoxies” have been challenged during the pandemic, …
Working together - A decade of effective business …
Drivers for Shared Services Cost reduction is central to the ongoing efficiency of Diageo Business Services, but cost was not the only consideration in 2001. The business drivers for Shared …
Shared Services Among New York's Local Governments: Best …
Potential Savings from Shared Services Several recent studies have examined and measured the potential for savings through cooperative activities and shared services.2 In particular, certain …
FINANCE SHARED SERVICES: GEOGRAPHIC MODEL, …
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Taking captive offshoring to the next level - McKinsey
across shared business services, IT, and engineering and R&D. Our survey of nearly 1,200 business leaders and managers using the services indicates high satisfaction with their captive …
Federal CFO Insights Knowing the destination before …
shared services model — more than any other function listed. In addition, HR, procurement, and other administrative functions are becoming more popular functions to place in a shared …
CREDIT UNION SHARED SERVICES - mitchellstankovic.com
both financial and human resources while maintaining regular business operations. The Credit Union Shared Services model creates repeatable templates for migration, uses technicians to …
2021 Global Shared Services and Outsourcing Survey Report
Overall, what’s clear is that shared services centers (SSCs) and GBS models are increasingly evolving and adapting effectively to rapidly changing geopolitical conditions (e.g., COVID-19 …
Global business services in life sciences - KPMG
shared services and business process outsourcing to reduce costs and achieve economies of scale. But the significant, early business enhancements have diminished over time, causing …
The High-Impact HR Operating Model - Deloitte United States
centralized and virtual/business-embedded resources with deep expertise. Administrative Operational Traditional Shared Services focused on purely administrative and transactional …
Maturity Models of Shared Services in Theory and Practice
Keywords: SSC, Shared Services, Business Services, Maturity model, CMMI 1 Introduction 1.1 Business service sector 1.1.1 Headway of business service sector In recent decades, we are …
Essentials of Shared Services - assets.thalia.media
fortably with shared services professionals, understand what to look for when hiring a shared services staff,and understand the budgetary implications of using shared services.That is,the …
