{"id":4528,"date":"2021-11-20T00:44:45","date_gmt":"2021-11-20T00:44:45","guid":{"rendered":"https:\/\/www.peeriosity.com\/shared-services\/articles\/?p=4528"},"modified":"2022-08-23T16:01:51","modified_gmt":"2022-08-23T16:01:51","slug":"transforming-metrics-for-shared-services","status":"publish","type":"post","link":"https:\/\/www.peeriosity.com\/shared-services\/articles\/2021\/11\/transforming-metrics-for-shared-services\/","title":{"rendered":"Transforming Metrics for Shared Services"},"content":{"rendered":"

\"transforming<\/a>Introduction<\/strong><\/p>\n

Designing and implementing a robust performance measurement process is a key success factor for Shared Services or Global Business Services organizations.\u00a0 Doing so correctly involves more than simply adhering to a balanced scorecard approach, where you have defined measures for cost, quality, productivity, and customer satisfaction.\u00a0 Performance measures need to be tailored to meet the needs of a diverse set of users.\u00a0\u00a0 When properly designed, metrics<\/a> can become both performance guardrails, and incentives for managing growth and change while ensuring performance standards are achieved.<\/p>\n

Company Experience<\/strong><\/p>\n

A PeercastTM<\/sup> discussion in Peeriosity\u2019s Shared Services Leadership research area<\/a> featured a large global company with $6B in annual revenue discussing their multi-year journey to transform their Shared Services metrics.\u00a0 During this process they identified three key benefits to having the right measurement system in place including 1) improving business results, 2) aligning processes with business goals, and 3) increasing the likelihood that decisions are made based on data.<\/p>\n

Beginning in 2017 the company started on a transformation journey for Shared Services that was designed to support business growth by implementing end-to-end processes that were consistent globally, as much as possible.\u00a0 As part of this transformation, it was important that measurement systems and processes also were transformed to provide feedback that was appropriate for each level of the organization, including employees within Shared Services, Global Process Owners and related Governance Groups, Regional and Functional Leadership outside of Shared Services, and the company\u2019s Senior Management Committee.\u00a0 The goal of the transformation was to simplify reporting and reduce the number of metrics shared at each level, so that each scorecard focused on the KPIs<\/a> that were critical to decision-making for each audience, with an increasing level of detail provided from Senior Management to the day-to-day metrics appropriate for use within Shared Services.\u00a0 Here is a summary of the focus for each audience:<\/p>\n