Introduction

To maximize the value of Shared Services, a broader view of how work flows across the enterprise needs to be considered. The efficiency of end-to-end processes will significantly impact costs not only in Shared Services, but also in every other part of the process that might reside in other functional areas. Unfortunately, engaging non-Shared Services processes in end-to-end process optimization efforts can be extremely challenging, and often requires establishing a strong oversight structure with senior level support.

Polling Results Review

A Peeriosity-100 poll was created that looked at the extent of Shared Services/GBS involvement in end-to-end process design.  Looking at the results of the first of two poll questions, 24% of the companies described their level of involvement as major while 24% said it was significant, with 34% who indicated that it was moderate.   The remaining 14% indicated that Shared Services/GBS involvement was limited.

The second poll question then looked at how end-to-end process initiatives are managed within the company, with 22% using formal end-to-end process teams, 22% indicating that project teams are forms as required, and 50% indicating that functional areas manage related end-to-end process initiatives.  The remaining 6% indicate they are not focused on end-to-end improvement, with no current initiiatives.

 Here are some of the comments from Peeriosity-100 members:

• Currently limited,but end-to-end is gaining momentum in some of our organization areas.

• While not all areas are end-to-end, several are and GBS plays a key role in either consulting, providing subject matter expertise, or owning solutions.

• Our entire GBS org design is based on an end-to-end process structure. Improvement initiatives are valued as grass-roots ideas are submitted by individual employees, but also there’s a formal process and a designated team taking care of Process Improvements.

• Our GBS organization has a highly mature process and dedicated infrastructure for managing global end-to-end processes changes and continuous improvement (OTC/PTP/RTR primarily).

 Closing Summary

There are many ways to approach end-to-end process design depending on a variety of factors unique to each company.  There are significant cost and productivity improvements that are available for the companies that can make progress in implementing an end-to-end process design. For the many companies implementing new releases of their ERP (for example, SAP S/4HANA) there is no better time to ensure processes are optimized end-to-end as much as possible.

What is the status at your company with respect to transitioning to an end-to-end process design for the major process areas found in Shared Services?  Are you reaping all the benefits that are available to those companies that effectively implement this type of structure?

Who are your peers and how are you collaborating with them?

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“Peercasts” are private, professionally facilitated webcasts that feature leading member company experiences on specific topics as a catalyst for broader discussion.  Access is available exclusively to Peeriosity-100 member company employees, with consultants or vendors prohibited from attending or accessing discussion content.  Members can see who is registered to attend in advance, with discussion recordings, supporting polls, and presentation materials online and available whenever convenient for the member.  Using Peeriosity-100’s integrated email system, Peer Mail, attendees can easily communicate at any time with other attending peers by selecting them from the list of registered attendees.

“Polling” is available exclusively to Peeriosity-100 member company employees, with consultants or vendors prohibited from participating or accessing content. Members have full visibility to all respondents and their comments. Using Peeriosity-100’s integrated email system, Peer Mail, members can easily communicate at any time with others who participated in Polling.