Insights from Deloitte’s 2011 Global Shared Services SurveyShared services: From “if” to “how” |
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Thirty-odd years ago, shared services was an unproven, radical new idea.
Today, it’s a mainstream business strategy that has repeatedly demonstrated its value – if a company gets it “right.” The question before many leaders today is not if they want to pursue shared services, but how.
Shared services: From “if” to “how”
That’s the focus of Deloitte’s new article, “Shared services: From ‘if’ to ‘how’: Insights from Deloitte’s 2011 global shared services survey.” Based on the results of Deloitte’s 2011 global shared services survey, which gathered the views of 270 shared services executives worldwide, the article discusses several key themes that emerged among respondents:
Managing culture and change is even harder than most people think
Managing change among both customers and shared services personnel while keeping the magnitude and speed of change to an appropriate level is crucial to the success of a shared services organization (SSO).
The sequence of change can affect the effectiveness of change
Leaders should look for opportunities to sequence the necessary people, process, and technology changes so that they reinforce each other in pursuing the desired outcomes.
Governance mechanisms should complement organizational structure
An SSO’s organizational structure and governance mechanisms should be designed to work hand in hand right from the outset.
Global deployment models are on the rise
Mapping out each SSC’s long-term labor needs, conducting detailed due diligence on location, and being open to revising the operating model based on new information are important in effective site selection.
Tax adds more value early
Involving the tax team from the very beginning while setting up a shared services organization can improve a company’s ability to plan and execute related tax initiatives.
Shared services offers multiple internal control improvement opportunities
Companies can leverage shared services to improve the internal control environment by examining controls during process redesign; using the consolidated, enterprise-wide data housed in shared services to conduct risk analytics; and building risk awareness into shared services staff responsibilities.
Managing shared services talent is an art unto itself
An effective shared services talent strategy should take a comprehensive view of the talent requirements needed to support the delivery of the SSO’s services.
Download the full article, below, to learn more.
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Insights from Deloitte’s 2011 global shared services survey
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