Beloved classical compositions have a magical combination of instruments playing in orchestrated harmony. Organizations that effectively embrace shared services exhibit a similar flawless synchronization, turning complex movements into exceptional execution. With such shining examples around, why don't all companies embrace or expand the shared services model?
One plausible explanation is that historically, shared services centers (SSCs) were used primarily to reduce the cost of core business functions, such as finance, procurement, human resources and information technology. With cost reduction as its focus, SSCs didn't always create harmonious experiences for users. Over time, many SSCs have evolved to be true
service-oriented organizations, providing exceptional customer experiences over a much broader scope of services.
Deloitte's Shared Services team works closely with executives to consider how a shared services operating model aligns with their specialists business strategy. We help drive desired results at the highest strategic levels: from initial strategy development and determining what the value of shared services is to a company, through the implementation and opening of a shared services center, to refinements of the shared services organization to help it achieve the next level of performance.
|Deloitte's 2013 global shared services survey results
This year's survey drew 277 responses, representing organizations headquartered in 38 countries, providing data for 870 shared services centers from around the world.
|Case studies in reducing process complexity in general and administrative (G&A) and shared services
Driving to capture the next generation of continuous improvement in service delivery transformation.
|Making shared advisory capabilities work
Sharing internal expertise.
|Reports of the death of shared services offshoring have been greatly exaggerated
|Shared services and financial systems
Creating value through financial systems — enabled shared services.
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