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Case Studies in Reducing Process Complexity in G&A and Shared Services

Driving to capture the next generation of continuous improvement in service delivery transformation


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Having rationalized General and Administrative (G&A) service delivery through consolidating transactional activity, organizations are now struggling to capture the next generation of value by reducing process complexity. Of the three components of process complexity – input, output, and workflow – the focus thus far has been primarily on workflow complexity, which addresses transactional efficiency within shared services.

Moving forward, however, sustaining the pace of continuous improvement will require a concerted focus to address input and output complexity through end-to-end process management and demand management.

Addressing process complexity has a significant role in optimizing an operating model, and unless a company addresses this complexity, it may not be able to capture more value from its Shared Services organization, whether that value comes from enhancing service delivery or from expanding its scope to include processes from other functional areas.

This is the second whitepaper in Deloitte’s “managing G&A complexity” series; the first can be found here.

In this paper, we share case studies that show the application of four strategies – segregate, adapt, reduce, and simplify – to reduce each of the three types of process complexity: input, output, and workflow.

 

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. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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