Getting the Retained Organization Right
The other half of the shared services battle
To tap the full value of their shared services initiative, companies must focus not only on implementing the shared services organization (SSO) proper, but also on preparing the retained functional organization for its new role in the future service delivery model. Leaders who understand that the adoption of shared services requires a whole new service delivery approach – one in which the retained organization plays a crucial part – can greatly increase their chances of realizing the double benefit of improved operational efficiency and greater strategic value.
This article explores several key factors we have found that significantly influence the retained organization’s readiness to help drive value after the shift to a shared services model, including:
- The business case
- Leadership support
- Change management activities
- Process design
- Staffing, sizing and deployment
- Value creation
In our experience, companies that make the necessary investments in both the shared and the retained organizations are far more likely to gain the expected return on their investment.
As used in this document, “Deloitte” means Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Tax LLP, and Deloitte Financial Advisory Services. These entities are separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.