Deloitte Shared Services Conference 2018 Focus 5: Overcoming the hype How to realistically prepare your shared services organisation for the future

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1 Deloitte Shared Services Conference 2018 Focus 5: Overcoming the hype Candice Sieg, Ankit Goyal and Jenna Theisen, Deloitte

2 Session agenda Speaker introductions How the traditional shared services remains relevant, but how you can advance your journey The tactical steps that can be deployed to provide the foundations to support the ambitions to become leading edge The long-term (strategic) and short-term initiatives shared services organisations can take to progress to leading edge

3 Speaker introductions We are colleagues, friends and passionate about Shared Services Candice Sieg UK GBS Lead Ankit Goyal UK Senior GBS Practitioner Jenna Theisen US Senior GBS Practitioner

4 Robots are everywhere Tsunami of data 9x more in last 2 years Major enabler of machine learning 6.0 Billion+ smartphones in the world by The Amazon experience for customers Cloud 2.23 billion Facebook users Half billion more people own a smartphone than a toothbrush RPA adoption is growing

5 Meet our clients I have a mature GBS organisation. I am pushing the envelope on automation and want to make sure they we stay leading edge. I lead a shared services function at a medium-sized company. I have high ambitions for my team, but we re bogged down by operational issues and are just starting our digital journey. Client: SnoAB Pharma Captive BPO Client: Select Services Captive BPO

6 Why the traditional Shared Services journey matters

7 Traditional shared services journey Single Function Stand-Alone by Function Cross-Functional Governance Completely Cross Functional GBS Lead P2P Fin Fin IT HR Proc R&D Fin IT HR Proc R&D O2C Some Global Process Owners R2R H2R Common Facilities, IT Infrastructure, and Service Management Service Management Comms/Training IT facilities & support Geographical Scope Local Regional Global Degree of Automation Limited automation Medium automation Maximum automation Degree of Value Add Transactional Transactional and Advisory Functional Scope One Function 2 3 Functions Multi-Function

8 Why the journey is relevant Change Supports change management; takes people on the journey and allows them to become comfortable with the process in a way that they can relate to Standardisation Consolidation of services and processes automatically brings an element of standardisation through people, organisation, process and data Builds credibility The traditional approach helps build credibility and trust along the way and opens the way to move up the value chain Talent and funding Moving toward leading requires investment and capability, which often must be built up over time

9 Why the journey is relevant SnoAB Pharma Select Services In Pharma my CFO has challenged me to reduce operating costs to constantly re-fuel our drug discovery Our getting off the blocks was riddled with special treatment to customers, business units and processes Our 2 year journey on the path of standardisation allowed us to build a standard blue print and then drive change hard With standard processes, I am confident that embracing digital will be a lot faster It is critically important to improve control, standardisation and visibility In the current landscape, we have inadequate traction for our RPA business case We know we need to build credibility with and get permission from the business and leadership to innovate

10 In summary YES you can advance your journey, but the traditional path is still relevant how much you can advance will depend on your maturity, your culture, your ambition and the business outcomes you are looking to achieve

11 Progressing toward leading edge

12 Tactical steps you can take to move to leading You can leap-frog from Ground 0 but not Ground unknown Celebrate success Ensure that you promote success inside and outside of your Shared Services Organisation Assess where you are and what your ambition is understand where you are and what the gaps are to get you to where you want to be Experiment, but Don t try and boil the ocean - focus on a few things and do them properly Ideate Generate ideas from providers and recipients of the service - crowdsource Look outside Network and learn from others; chances are someone has done this before Understand the business GBS is perfectly placed to deliver enterprise value. Get to know the business and what matters to them

13 Crowdsourcing made easy Your team is your best source of ideas Select Services Identifies a wide array of quick win opportunities that already have employee buy-in Crowdsourcing process improvement ideas from our shared services employees Generates excitement and builds a change mentality

14 What s in an signature? Starts with empowerment Anurag Datta Analyst OTC BPO offices - Silokhera D: M: Carla Zruno Order-to-Cash Team Leader BPO supporting SmoAB GTF D: Mohammed Estiban P2P Lead SnoAB Business Center - Singapore D: Ankit Goyal Global Service Delivery Leader Global Finance Operations - SnoAB D: M: ankit.goyal1@snoab.co.uk

15 Short and long term initiatives What do we mean by short-term? Drive quick benefit realisation Implemented in less than six months Require low investment and resources Often are quick wins that drop out of maturity assessment What do we mean by long-term (strategic)? Longer benefit realisation Drive long-term strategy against people, data, systems, processes Aligned to business outcomes and enterprise strategy Automation pilot Future of work Leverage existing technology solutions ERP rationalisation and harmonisation Eliminate paper If you offshore, adopt use of video conferencing Enterprise transformation engine Data and analytics

16 Our roadmaps SnoAB Pharma Select Service Automation System rationalisation Future of Work Data and Analytics

17 Lessons for the journey Regardless of your journey, there are some lessons that we think are applicable to all or almost all organisations 1 Don t go it alone Look outside and learn from others; more often than not someone has done it before 2 Be agile and flexible Don t wait until everything is designed and signed off, if there are processes that can be transitioned or new processes that can be adopted do it 3 Create a joint functional strategy Working in functional siloes will result in missed opportunities to drive efficiencies 4 Don t forget about the business or your customers Remember what matters to the business and ensure that service continues to deliver on its promises

18 In summary this is a multiple year journey, but there are steps you can take today, next week, and next month to set you and your team in the right direction

19 This publication has been written in general terms and we recommend that you obtain professional advice before acting or refraining from action on any of the contents of this publication. Deloitte MCS Limited accepts no liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication. Deloitte MCS Limited is registered in England and Wales with registered number and its registered office at Hill House, 1 Little New Street, London, EC4A 3TR, United Kingdom. Deloitte MCS Limited is a subsidiary of Deloitte LLP, which is the United Kingdom affiliate of Deloitte NWE LLP, a member firm of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ). DTTL and each of its member firms are legally separate and independent entities. DTTL and Deloitte NWE LLP do not provide services to clients. Please see to learn more about our global network of member firms.