Global trend Shared Services

Global Trends17-feb-2013

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CHROME VENTURES5

04/07/2023 Global Trends Shared Services - Feb 2013 ©5th Chrome B.V.

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Shared services - genesis


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Shared Services - Journey

• Everything related to employee was with HR and numbers with finance• Strong infusion of personal interpretation of practices• Administration work relegated to junior staff with little leadership overview• Priority conflict with core-HR/finance processes and calendar

Pre-BPO stage

“Since it has to do with employees, it has to be with HR”

90’s-00’s

“It is the administrative side of HR”

Next-Gen

“It’s not really an extension of a dept but a true specialized service”

• Function diversification increased attention on transactional function• Specializations like insurance handling, invoice to pay, etc.• Consolidation based on process from different functions like IT, sourcing, etc.• Creation of “processes” from legacy practices

• Specialized Services need specialized skills• Awareness of difference and de-coupling of HR ops. and core-HR function• Technology enabling standardization and streamlining• Most importantly, it is “SERVICE” and not an extension of a dept.


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TRENDS


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Model Evolutions

• Defined as products/services• Creation of services centers (captive)• De-coupling from core HR and finance• Technology investments like Peoplesoft, oracle

Administration to Services

Captives to Hybrids/Outsourcing

Global Business Services – Multi-discipline

• KPIs/Metrics being defined and managed• NPS/Cust satisfaction surveys engaged• Specializations being developed• Process improvement initiatives started

• Developing own skills vs sourcing• Flexibility and scale through BPO• In-house control function• Leverage experience of BPO

• Management through SLAs• Disciplined Services using “process” mindset• Re-badging as a cost-effective option• Release of management overhead

• Consolidation of back-office services for scale• Need for “Services” leadership vs functional• Leverage support functions like finance, HR, IT• Productivity

• Critical mass for new products• Entry to cross-functional activities• New options on Career path

“Customer-centric services mindset being introduced”

“Some captives struggle to keep up with quality after gen-1”

“Shared services developing as a separate vertical industry”


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Demographic Changes

• Aspiration gaps between generations• Gen-Z entering the market• Work-Life balance importance• Merit over loyalty

Generation Gap

Globalization

Population Construct

• Need for different performance measures• Change of “servicing” new gens• Balance expectations of different age-groups• Company loyalty vs. aspirations

• Huge increase in people mobility• Rise in # of leaders of eastern ethnicity• New breed of “serial” mobile employees• Western vs Eastern expat expectations

• Ease of connectivity and travel• Social Networking and global awareness• Cultural sensitivity & Local labor laws nuances• Integrated global supply-chain

• Aging pop. in Western economies, Japan• Increased need to manage retirement benefits• Raising/Removal of retirement age• Increase in working-age pop in India

• Increase in middle-class in India, China• Immigrant population in Europe & US• New global headcount contributors from

Indonesia, Poland, South Africa, etc.

“Older employees often accept reduced levels of services”

“These days it is expected to have Indians or Chinese on company boards”

“In the next 20-30 years, seismic shift in quality and quantity of people in today’s leading economies”


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Operations Metamorphosis

• Decision Making Analytical support• Insights on trends and business intelligence• Integration of organization and SS goals• Outcome based management

Big Data

Technology Effectiveness

Talent Management

• Specialized data engineers and analysts• Prescriptive vs descriptive approach• Shared Services driven revenue levers

• Maximizing technology advantage• Technology-labor coupled sourcing• Wing-to-wing vs door-to-door approach• Techno-process wizards

• Greater integration across departments• Strong tools for analysis and insights• Real-time access of information

• Ensuring right talent in right job• Acquiring and retaining Critical talent• Foster innovation and collaboration• Setup “Real” job excitement and expectations

• Adopt Right-sourcing and right-shoring• Build protective capacity• Consolidate to scale• Sub-scale services as Premium services

“Statisticians leveraging strong insights on market tends in financial orgs”

“It is not the question of ‘If’ but ‘how’ effective is your technology environment”

“The biggest challenge of the present times is the war of talent”


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Next-Gen Trends

• Evolution from pure admin to decision-making• Strong on data mining and analytics• Org leadership pipeline from Shared Services• Wing-to-wing cross-functional processes

Knowledge Management

Super-hubs and Location strategy

Branding

• Managing talent economics• Shared services to operational mgmt career path • Strategic consulting and advisory services• From cost-play to revenue generation

• Visible trends on “super-hubs” on special skills• Evolution and discovery of new services• Gen-1 BPO to morph to higher value work• Development of ancillaries and sub-contracts

• SS location decoupled with business presence• Location expansion w consolidation (hub&spoke)• Language & statutory needs as min. exceptions• Leverage technology to reduce loc. proliferation

• Extension of dept vs shared services• Managed and marketed like a product• Sales skills to increase business shares• Go-to-market strategies for new services

• Awareness and education on services• Create competitive advantage• Right-skill SS leadership with branding skills• Develop interactive communication channels

“Evolution from services based to Knowledge-centric economies”

“Places like Bangalore, Manila, Krakow as super-hubs”

“Till SS is operated as true business, there will always be a question on the intent”


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europe– a Focus


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Europe Trend PredictionGeo-political

Super-hubs

Europe position

• Organization models mutation due to long recession• Rise of integration of Eastern Europe• Influence of non-EU emerging economies like Brazil,

China and India• Challenges of Fringe EU economies

• Positioning of S’Pore, HK & London for high-end KPO• Bangalore, Shanghai, Krakow as global services city• Greater role for Philippines in voice-centric services• Increase in net outsourcing activities from LCCs

• Re-model to take advantage of global supply-chain• Boost the Knowledge processing sector• De-couple value-added work and legacy complexity• Language position conflicts w global competitiveness

Russia

Finl

and

Swed

en

Norway

France

SpainPortugal

UK & Ireland

TurkmenistanAzerbaija

n

Kazakhstan

Italy

BeNeLux

Switz.

Germany

Austria

Romania

Slovakia

Hungary

Croatia

Bulgaria

Poland

Czech

Greece

Ukraine

B&H

Lithuania

Latvia

Belarus

Estonia

Yugo.

Albania

Uzbekistan

Kyrgyzstan

Uzbekistan

Tajikistan


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Asia Trend Prediction

India

Nepal

China

Australia

New Zealand

Bhutan

Myanmar

Thailand

Cambodia

Bangladesh

Vietnam

JapanN. Korea

S. Korea

Taiwan

Philippines

Indonesia

<-Malaysia->Brunei

Papua New Guinea

LaosHong Kong

Mongolia

Macau

India OBO

Geo-political

Super-hubs

Asia uniqueness

• Increase in intra-region economics• Impact of influence of China and India• Integration of Australia• Rise of Indonesia, Vietnam, Bangladesh

• Positioning of S’Pore, HK & Brisbane for high-end KPO• Bangalore, NCR Delhi, Shanghai as global services city• Greater role for Philippines in voice-centric services• Increase in net outsourcing activities from LCCs

• Pipeline for future global leaders• Large economic influence countries• Desire to play catch-up…competitive advantage


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About Us

We work with organizations who have either started their outsourcing journey or want to move from one –level to another. With multiple years of combined experience, we are in a position to run the programs efficiently and effectively. We service offerings include creating strategy for shared services (captive & outsourced), KPI/metrics, governance, IT infrastructure, location analysis

How can we help

Our philosophy is based on the fact that our combined wisdom is bigger than the sum of our individual wisdom and therefore, our endeavor is to engage the brightest of minds to provide best in class blended solutions.

Our model is based on “Open Innovation” under which we partake each initiative to be designed as per the unique requirements of our client partners. We couple strong process improvement methodologies like LEAN six-sigma and Theory of Constraints with broad C-level organization experience and industry vertical specific expertise. Our approach infuses strong People management and Talent economics techniques. As we know from experience, an organization functions as a connected network of units rather than stand-alone operations, our focus always includes analyzing the organization in its entirety and our solutions tend to be holistic in nature and confirms to Dr Edward Deming’s methodology of referring to organizations as system of systems.

We also, strongly believe in creating partner relationship with our clients instead of treating them as our customers, to facilitate creation of a comprehensive win-win proposition.

Our Value

[email protected]@yahoo.com

Our contact

mailto:[email protected]



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Managing Partner: Anirvan SenIndustry expert worked in several Fortune 500 companies across the globe. Experience derived from cross-functional roles involving large scale transformation using LEAN six-sigma, Talent Management, Shared Services, IT and Sales.

- Ran global delivery model setup for BPO vendors, strategy for shared services in the Middle-East and Africa region and prior to that ran the Quality organization for EMEA operations of Shared Services. He also ran initiatives in China, ASEAN, ANZ, Brazil and US.

- Cross-pollinator of ideas and result-oriented. Specializes in successfully leading "cost-neutral" initiatives (ROI: 2-3 years)

- Regular speaker, chairperson and panelist at various Shared services, Quality and Technology conferences. Regular contributor to Shared Services publications

- Behavioral Skills: Myers-Briggs Type Indicator - E.N.T.J. - Born Leader (Field Marshal)

Specialties: • Business Strategy and Transformation; BPO/Shared Services• Project/Program Management Office (PMO), Process Excellence, Change Management• LEAN six sigma (Master Black Belt, certified Black-belt), Theory of Constraints (TOC) • ERP/Technology Implementations: Oracle, Siebel, SmartStream Financial

[email protected])LinkedIn: ae.linkedin.com/in/anirvansen/


http://ae.linkedin.com/in/anirvansen/



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