While the primary attributes of any successful shared services implementation can be segmented into the categories of People, Process, Technology, and Strategy, the categories are both interdependent and constantly changing during each phase of implementation and beyond. The process of Knowledge Management – the act of capturing, developing, and sharing organizational knowledge1 – is critical […]
Whether planned or not, your Shared Services organization has one or more terms that you use to describe your internal clients – the other employees of your company that whom the organization interacts. While it may seem trivial, the terms you use can set the tone for interactions and contribute both positively and negatively to […]
You are probably familiar with the phrase “change begins with measurement”, and many will agree that clearly defined and standardized processes are the ones that are most likely to top any performance measurement chart. Unless everyone on your global team receives regular updates on new procedures and has easy access to process documentation, process deviations […]
The transition to, and ongoing evolution of, Shared or Business Services comes with major challenges, including transformation related to technology, processes, and most importantly, people’s roles and responsibilities. The impact on internal and external customers, senior management, and the Shared Services team, requires a well-planned and executed change management and communications strategy to enable success. […]
At a minimum, Shared (Business) Services are counted on for cost reduction and quality of service. However, by ensuring the alignment of Shared Services objectives to organizational strategy, the unrealized value of Shared Services can be unlocked and leveraged to the benefit of all stakeholders. A Peeriosity PeercastTM in the Shared Services Leadership research area […]
For companies that are not headquartered in South America, making decisions on how to best support operations in the region is complicated not only by language barriers but also by a range of local and national statutory requirements for how business transactions are completed and documented. This is particularly true for Brazil, the 7th largest […]
There is general agreement that Shared Services is a business model that enables resources to be leveraged across an entire organization, resulting in lower costs with agreed-upon customer-service levels. In other words, Shared Services is not simply another attempt at cost reduction through centralization, since the focus goes beyond savings from consolidation to include continuous […]
The Shared Services model emerged in the mid-1980s at about the same time that Internal Audit processes were being redesigned with the introduction of control self-assessment techniques where the testing of controls is completed within the organization by the same people who are responsible for the process, and thus have the most knowledge about how […]
Peeriosity members recently participated in an annual benchmarking survey within the Shared Services Leadership research area. The survey includes information on 28 specific services that are candidates for Shared Services and gathers, by company, data on the current functional owner of the service, geographic delivery model, level of standardization, and the sourcing of labor. Peeriosity […]
Ask a Shared Services leader their philosophy on charge-out methodology and you are likely to hear diverse opinions ranging from “charge-outs don’t add value, so why bother” to “charge-outs drive value-creating behavior – the more detail the better” and everything in-between. Recently, a Peeriosity member performed custom research using iPolling1 functionality to request feedback from […]