Selling your Shared Services / Global Business Services organisation

Transcription

1 Selling your Shared Services / Global Business Services organisation Adam Cogley and Andreas Hey September 2016

2 Please take a seat with the group that most closely aligns to your situation Fighting for survival Fending off poachers Heads down Pushing back the Lack street cred repatriators Focusing on delivery Fighting for resources Begging for scope Making the numbers Assembling the team Convincing the nonbelievers Running silently Keeping noise down Exceeding expectations Building the team Forging relationships Developing the Attracting some allies Gaining more scope Starting to scale Solidifying the come backers Challenging the naysayers Reaching new heights Have a seat at the table Becoming the first port of call Moving up the value chain Becoming the business catalog platform Finding some Losing the cost focus champions Aggressively scaling Building bridges Developing the cases 2

3 What we ll discuss today Brief introductions The imperative of growth, selling and industralisation Best Practices Breakout 5 mins 5 mins 15 mins Coming to grips with sales and marketing Overcoming the challenge of shared services growth Best Practices Readout 15 mins Final thoughts 5 Mins 3

4 Let s start by briefly learning a little about each other Name and role Company Shared services or outsourcing focus Size.and size of the prize Major challenge in scaling Why I came to this event 4

5 Growth is imperative Mandatory to evolve the business model Critical to achieve maximum benefit for stakeholders Gets more executive attention Creates momentum Exploits synergies Delivers ROI 5

6 ..And why it is difficult to attain No executive hammer Typical build it and they will come /order taker approach No/few formal metrics requiring scale Organizational focus primarily on solutions, delivery and governance Lack of internal sales and marketing 6

7 but not an uncommon challenge Goes against the grain: unwelcome structural change for business unit- or geography-led organizations Seen as empire building: perceived by stakeholders as political/power play Natural plateaus: ability to scale beyond a certain size difficult Enough is enough syndrome: Slower growth natural after 2-3 years No capability: limited marketing/sales skills driving growth 7

8 Solved by Sales? Promotes a brand which makes it safe and smart to shift to a new business model Demonstrates visible, aggressive leadership Influences and enables stakeholders to buy Pushes consistency in business development Imposes process, discipline and metrics Delivers a return on delivery model investment 8

9 Selling Shared Services and BPO easier than you may think Process just like any other Measurable readily track cause and effect Value proposition is obvious Captive target market; hunting license Corporate knowledge know how to play the game Reference-able can harness internal champions/customers to support sale 9

10 What s getting in the way? Lack of capability: Historic focus on financial, sourcing/process acumen, not marketing/sales savvy Too soft and squishy: belief that marketing is the domain of lightweights; detracts from value Build it and they will come approach to scale What about this don t you get attitude the facts should speak for themselves Positioning: facilitator rather than driver of growth Charter: CoEs, not internal commercial service providers Timing is EVERYTHING! What s driving your corporate decisions today? 10

11 Let s see what your group has to say. What are the common themes of your organizations imperatives? What strategies can you use to leverage those imperatives to scale, grow and industralise? What s getting in your way? What strategies can you employ to overcome them? What s the #1 bit of advice your group has for everyone? 11

12 Now, what learnings from your group have you uncovered? What are the common themes of organizational imperatives? What strategies have you identified to grow, scale and industrialise? What are the top barriers getting in your way? What strategies have you identified to overcome these barriers? What s the #1 bit of advice your group has for everyone? 12

13 Questions? 13

14 Final thoughts Scale alone moves the dial; without scale, shared services and BPO have little impact Shared services operations are internal providers; internal providers must market to grow Marketing is not being a salesman; it s working with the stakeholder to develop the right solution in a way he/she can and will buy By implementing marketing techniques, it is possible to change the game 14

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