{"id":4,"date":"2011-08-17T22:21:02","date_gmt":"2011-08-17T22:21:02","guid":{"rendered":"http:\/\/www.peeriosity.com\/articles\/?p=4"},"modified":"2022-02-28T20:34:23","modified_gmt":"2022-02-28T20:34:23","slug":"global-management-of-master-data-in-shared-services","status":"publish","type":"post","link":"https:\/\/www.peeriosity.com\/shared-services\/articles\/2011\/08\/global-management-of-master-data-in-shared-services\/","title":{"rendered":"Global Process Ownership in Shared Services"},"content":{"rendered":"

A recent Peeriosity<\/a> webcast featured an organization that has implemented global business process ownership within its Shared Services organization. Even though the company had successfully completed a single-instance SAP implementation, it found that their global end-to-end processes were fragmented and sub-optimized. The Shared Services organization was given the opportunity to implement a business process structural framework.<\/p>\n

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Finding the right framework to optimize end-to-end processes in an organization is quite a daunting task. Depending on the organizational matrix, most processes cut across any number of functional silo groups reporting to any number of executives across multiple regions. Most \u201csilos\u201d have already defined their measures of success and their value-proposition, almost always without regard or input from other groups. Any attempt to standardize and optimize the processes is going to require a fairly high level of buy-in from all functions and regions involved \u2013 and as anyone who has attempted to \u201cherd cats\u201d knows, that buy-in is not easy to come by.<\/p>\n

In polling our webcast attendees, the results show that a majority have implemented, at least for a limited number of processes, enterprise-wide process owners. It is safe to say that this is a best practice.<\/p>\n

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Our feature company started with a framework that addressed:<\/p>\n