ADVANCED DIPLOMA IN GLOBAL BUSINESS SERVICES SYLLABUS OVERVIEW

Transcription

1 DVNCED DIPLOM IN GLOL USINESS SERVICES SYLLUS OVERVIEW

2 Introduction Underpinning successful and sustainable growth for the shared services industry is the right training and development for employees. In a new and unique training programme for all levels of GS employees, The Chartered Institute of Management ccounting and The Hackett Group have worked with world-class practitioners to produce a set of globally consistent qualifications which will provide a talent and skills benchmark for both providers and clients. The qualification addresses the needs of the GS management team and senior stakeholders who need to have an advanced understanding of global business services. Syllabus overview ssessments are designed to test the ability to apply learning to evaluate, make decisions or recommendations, i.e. going beyond knowledge, understanding and analysis. Strategic alignment Development of a strategy, vision, goals and objectives for GS aligned to business strategy Setting GS objectives, developing KPIs and explaining requirements for GS reporting 25% Service delivery - placement and process C D E Placement of services - corporate, shared services, business units, etc. Location strategy, location selection and evaluating sourcing options Process designs, controls framework, process & technology migration and improvements 25% Service delivery - organisation and governance F G H GS staffing, competencies and skills, training and talent management Development, design and roll-out of the GS organisation model Design and implementation of GS governance and process ownership 25% Service and transformation management I J Service strategy, service design, service operations and continuous improvement Transformation management, programme and change management plans 25% Over the following pages, the learning objectives for each module will be outlined in greater detail.

3 .Strategic alignment Development of a strategy, vision, goals and objectives for GS aligned to business strategy. Develop a strategy for GS in the context of the business strategy Evaluate and apply best practices Recommend a strategy for GS Interpret enterprise strategic objectives, and align GS role in their achievement Interpret and apply GS trends for the development of the strategy Develop GS performance objectives, KPIs and top-down savings targets Develop vision, goals and objectives for GS Develop a vision and mission for GS Define the scope of GS, within the context of the functions serviced ssess feasibility of offshore and/or PO

4 . Information Setting objectives, developing KPIs and explaining requirements for GS reporting. Demonstrate how to set GS objectives Demonstrate how to set overall goals and objectives for GS C Develop KPIs for GS Explain implementation requirements for GS information reporting Explain principles for alignment of SLs, OLs and KPIs for GS Explain design approach for dashboards and supporting data processes and systems Develop and set targets for KPIs Explain how to use relevant metrics to maintain focus on continuous improvement

5 C. Service placement Placement of services - corporate, shared services, business units, etc. llocate process activities across key delivery organisation units (e.g. corporate, shared services, centre of excellence, business unit, etc.) Develop best practice service placement for GS services Determine and recommend the overall process scope for GS Evaluate options for GS considering process and technology readiness and change management considerations, e.g. lift and shift vs. transform & shift pply models of service placement criteria and best practices for all GS functions Construct a future-state service delivery model C Monitor the achievement of the desired service placement Evaluate legal and regulatory constraints and recommend appropriate actions D Compare service placement to best practices and develop proposals for scope expansion Remediate issues and move the organisation to optimal design service placement Evaluate, construct and recommend scope expansion proposals referencing best practice

6 D. Process sourcing Location strategy, location selection and sourcing options. Develop location strategy; develop strategy for captive vs. outsourced sourcing Provide guidance to site build-out and oversee PO partnership implementation nalyse the potential benefits and pitfalls of sourcing options Evaluate location options and recommend a location strategy Evaluate options captive vs. PO vs. hybrid - and recommend a strategy for captive vs. outsourced sourcing pply a detailed methodology for selection of locations and sites pply a process for outsourcing partner selection pply steps in outsourced partner service implementation C Conduct location and PO partnership optimisation reviews Conduct a review of a PO partnership Conduct a review to optimise location footprint

7 E. Process design & enabling technology Process designs, controls framework, process & technology migration and improvements. Produce high-level process designs pply best practices in enterprise process and technology strategies and enablers for GS Construct and evaluate a baseline of processes & technologies nalyse key legal and statutory considerations and recommend the approach to accommodate them including workarounds C D Discuss the development of process designs dvise on approaches for process migration management and technology testing/migration Evaluate process & technology maturity, prepare a gap analysis and make recommendations Discuss the working capital implications for process design Discuss methods to prepare best practice process designs and process and procedure documentation Discuss the issues to be considered in the selection of technology applications dvise on an approach for technology testing and process migration applying best practice techniques and avoiding pitfalls Construct a plan for process and technology stabilisation Construct a process management framework Evaluate process & technology maturity and prioritise improvement opportunities

8 F. Skills and talent GS staffing, competencies and skills, training and talent management. dvise on GS competency objectives and targets and high-level skills and staffing requirements Prepare a staffing requirements plan by job type; create position profiles and detailed job descriptions Prepare talent requirements for GS to meet overall vision and operating model objectives Construct GS staffing requirement plan including management role descriptions C Implement talent management processes for GS Construct the GS talent management implementation approach, working with the HR function D Conduct a GS skills gap assessment and make recommendations on culture/customer service training Conduct a GS skills gap assessment Evaluate cultural and customer service training needs and recommend options for fulfilment

9 G. Organisation Development, design and roll-out of the GS organisation model. Develop a high-level GS organisation model Evaluate options for GS organisation models including legal entities and make recommendations Construct an organisation model for GS Design a detailed GS organisation model Develop organisation charts for GS Construct and agree the retained organisation model working with the business and corporate/hq organisations C Roll out a GS organisation model Demonstrate how to roll out a GS organisation D Validate & optimise the GS organisational model Validate and optimise the GS organisational model, evaluating options at different stages of maturity and make recommendations Discuss and decide set-up philosophy (by process, by country, by language cluster, etc.)

10 H. Governance Design and implementation of GS governance and process ownership. Design and Implement an appropriate GS governance model Design and Implement global/end-to-end process ownership Construct a high-level GS governance model including elements such as: oversight board; end-to-end process councils; customer interaction model; enterprise process ownership dvise on the roles and responsibilities of global/enterprise process owner (GPO/EPO) for end-to-end process ownership Implement end-to-end process ownership Construct RCI (Responsibility, ccountability, Consult, Inform) model for GS Define roles and responsibilities for governance bodies (e.g. governance council, customer council and process council) ssess the effectiveness of governance bodies and approach dvise on the optimisation of global/end-to-end process ownership

11 I. Service management Service strategy, service design, service operations and continuous improvement. C D Develop service strategy including demand management, service portfolio management and financial management Produce service design for supply management, service catalogue management and supplier management Develop service operation to cover contact centre management, infrastructure management and service continuity management Conduct continuous improvement in quality improvement and develop knowledge management Construct processes for the management of customer demand Define a service portfolio Develop progressive GS branding Establish reporting and KPIs for cost, quality, cycle times, service levels Choose the optimum approach from options for GS service pricing Construct a service catalogue Demonstrate techniques for managing the supply of services Construct SLs & SL reporting and define an issue resolution framework Implement supplier governance utilising best practices dvise on contact centre processes Evaluate options for service operations, including infrastructure Evaluate business continuity plan options and recommend methods for creation Conduct customer satisfaction surveys dvise on the concepts of customer service excellence Select continuous improvement techniques from options dvise on GS knowledge management solutions

12 J. Transformation management Transformation management strategy, programme and change management plans. Develop transformation management strategy for assessment phase Develop transformation management strategy for design phase Evaluate baseline and opportunity assessment Define a transition strategy and roadmap considering all required initiatives Define the s of a GS business case and identify data sources Outline the transformation roadmap considering all required dimensions Describe main risk areas and mitigation strategies C Develop transformation management strategy for implementation phase Recommend transition management approach Define go-live and cut-over plan dvise on retained organisation restructuring Understand recruitment and training plans Demonstrate GS benefits realisation D D Develop transformation management strategy for optimisation phase nalyse ongoing measurement results Recommend scope and geographic expansion opportunities Evaluate changes to sourcing mix (captive vs. outsourcing vs. hybrid)

13 J. Transformation management (continued) Transformation management strategy, programme and change management plans. E Prepare programme and project management plans F dvise on change management Describe key programme/project management techniques Describe key programme/project management capabilities required Define the PMO structure and tools for transformation projects Elaborate on organisation impact Define s of a change readiness assessment Define a high-level change management plan Define a high-level communications plan

14 The Hackett Group and the Chartered Institute of Management ccountants (CIM) have jointly established the Certified Global usiness Services Professionals programme. Together, they are addressing the need to provide clear, consistent and structured professional certification, talent development and lifelong learning for the global business services (GS) and shared services sector. The unique and pioneering programme combines the strengths of CIM s global professional development accreditation capabilities with The Hackett Group s GS best practices intellectual property that defines how to achieve world-class performance. Rooted in the proven best practices that underpin the professional skills and knowledge needed to achieve and maintain world-class performance standards, the programme offers recognition and accreditation in the form of global designations for world-class multi-discipline GS organizations, complemented by current research and lifelong learning. CIM is the world s largest professional body of management accountants. CIM helps businesses succeed by harnessing the full power of management accounting. Since inception on 1919 we have grown to span 179 countries with a global population of over 228,000. We provide continuing professional development services, fund academic research, develop thought leadership, maintain a code of ethics for members and monitor professional standards. In 2012 our joint venture with the ICP created the global CGM designation. The Hackett Group (NSDQ: HCKT), an IP-based global strategic business advisory consulting firm, is a leader in best practice advisory, benchmarking, and transformation consulting, and assists GS clients in all aspects of their transformation. The Hackett Group s insights are fact based, from over 11,000 benchmarks with 4,500 major corporations and government agencies, including 93% of the Dow Jones industrials, 86% of the Fortune 100, 87% of the DX 30 and 52% of the FTSE 100. The Hackett Group 1000 bernathy Road NW Suite 1400 tlanta, G T T (toll-free) W CIM The Helicon One South Place London EC2M 2R United Kingdom T. +44 (0) W