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Service Delivery Insights - Second Quarter 2010

July 14, 2010

Letter from the sponsor: Susan Hogan

Deloitte's Comprehensive Shared Services market offering has long been the centerpiece of our services to help clients in their efforts to build and optimize their shared services organizations. Now, I'm excited to announce the launch of Deloitte's new Service Delivery Transformation Integrated Market Offering, which fully integrates our Comprehensive Shared Services offering with our Outsourcing Advisory services.

We have designed our Service Delivery Transformation offering to help guide organizations in their efforts to create a flexible, scalable, and cost-effective global platform that leverages an effective combination of shared services, outsourcing, and offshoring. As independent advisors, we deliver our services with a focus on your interests and can support you through all phases of the service delivery transformation lifecycle, from the initial strategy and cost/benefit analysis through optimization of your global model.

In keeping with the broadening of our offering, we have rechristened this quarterly newsletter "Service Delivery Insights" to reflect our integrated vision - bringing you insights to help with your shared services, outsourcing and offshoring objectives. I hope you continue to find value in this newsletter, and please don't hesitate to contact me with any questions or needs you may have.

Susan Hogan
Leader, Service Delivery Transformation
Principal, Deloitte Consulting LLP

Learn more about our new Service Delivery Transformation Integrated Market Offering


Making Shared Advisory Capabilities Work

Now that the economy is showing signs of recovery, leaders are looking to strengthen their competencies in strategic planning and advisory capabilities, such as strategic pricing, M&A deal execution, and financial analysis. One strategy to consider is to create a shared advisory group that can deliver business advisory services across the entire enterprise - similar in concept to the transactional shared services organizations that many companies have used for years to deliver enterprise-wide administrative services. We believe that the effective use of a shared advisory group can have significant advantages over the more usual approach of allowing each operating unit to hire its own analysts, assign advisory responsibilities to existing staff, contract for outside services, or simply do without a particular advisory capability altogether.

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Shared Services and Financial Systems

This chapter, extracted from the John Wiley & Sons published book, IT Best Practices for Financial Managers, by Janice M. Roehl-Anderson, principal, Deloitte Consulting LLP, discusses the positive impact and opportunities that financial systems can have on shared service implementations and operations. We believe that managing and enforcing the shared service center strategy and roadmap should be treated as an important role in the financial executive's agenda, to build initial and future success.

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Beyond Outsourcing: Using the Full Range of Functional Service Delivery Options to Achieve Significant Savings

This three-part series outlines three key actions we believe organizations should consider in their efforts to maximize savings, reduce risk, and identify the optimal functional service delivery solution for each segment of a business process.

  • Part 1: Understanding the Total Cost of Ownership
  • Part 2: The importance of developing a global end-to-end process view
  • Part 3: Understanding factors that can help determine the most appropriate service delivery solution for each business process

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Is There a Real Business Case to Be Made for Human Resources Outsourcing (HRO)?

Based on the Deloitte Debate " Does HR Outsourcing Really Work?" this article, published in Forbes.com on March 21, features insights from Erica Volini, principal, Deloitte Consulting LLP, Michael Stephan, principal, Deloitte Consulting LLP, and Peter Ackerson , Specialist Leader, Deloitte Consulting LLP on the misgivings about HRO and its uneven track record. While most organizations know outsourcing can help them run a more focused, strategic and cost-efficient shop, many have seen too many projects fail to deliver the value promised.

As used in this document, ‘Deloitte’ means Deloitte LLP (and its subsidiaries). Please see  www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.

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