{"id":181,"date":"2011-09-08T18:17:44","date_gmt":"2011-09-08T18:17:44","guid":{"rendered":"http:\/\/www.peeriosity.com\/articles\/?p=181"},"modified":"2022-04-06T20:50:39","modified_gmt":"2022-04-06T20:50:39","slug":"communicating-the-value-of-shared-services","status":"publish","type":"post","link":"https:\/\/www.peeriosity.com\/shared-services\/articles\/2011\/09\/communicating-the-value-of-shared-services\/","title":{"rendered":"Communicating the Value of Shared Services"},"content":{"rendered":"

Is the objective of Shared Services to be an efficient, back-office \u201cutility\u201d? Many Shared Services leaders<\/a> would argue that Shared Services is, in fact, a \u201cvalue-adding business partner\u201d and not just a \u201clow-cost, high-volume, transaction processing factory\u201d.<\/p>\n

On a recent Peeriosity webcast, member companies were in broad agreement that part of their vision is to maximize value-add contributions across processes enterprise-wide.\u00a0 A major challenge, however, is how to communicate this vision and get buy-in from key stakeholders.\u00a0 Our feature company for this webcast entitled \u201cMore Effectively Communicating Shared Services Results\u201d stated clearly that without<\/span> an effective, targeted communication strategy, the broader organization is left with no option but to view Shared Services as a transactional utility.<\/p>\n

The webcast discussion brought to light that there is a life cycle to a Shared Services communication strategy. For example, a start-up organization will focus on basic delivery and transition-related communications. \u00a0As the Shared Services organization matures, so will the communications, which becomes more proactive, and segmented according to stakeholders<\/a>.<\/p>\n

For example, after the initial transition and steady-state has been reached, a possible segmentation of customers may look like this:<\/p>\n