{"id":4737,"date":"2022-02-04T19:54:17","date_gmt":"2022-02-04T19:54:17","guid":{"rendered":"https:\/\/www.peeriosity.com\/shared-services\/articles\/?p=4737"},"modified":"2022-08-23T15:21:01","modified_gmt":"2022-08-23T15:21:01","slug":"formalizing-specialized-leadership-roles-in-gbs-shared-services","status":"publish","type":"post","link":"https:\/\/www.peeriosity.com\/shared-services\/articles\/2022\/02\/formalizing-specialized-leadership-roles-in-gbs-shared-services\/","title":{"rendered":"Formalizing Specialized Leadership Roles in GBS \/ Shared Services"},"content":{"rendered":"

Introduction<\/strong><\/p>\n

Shared Services and Global Business Services are models for the delivery of support services that leverage technologies and scale, yet differ in many significant ways from centralized services, which can often include unnecessary bureaucracy and a rigid structure that may be disconnected from the needs of internal customers. Shared Services organizations need to be innovative, nimble, fast, and responsive to the needs of their customers while delivering services that are high quality at a low cost. To achieve these objectives, it\u2019s important to think of Shared Services as a business enterprise within the business. For many, this means formalizing roles that exist in a standalone business including roles and responsibilities for Marketing, Business Development, Communications, and Customer Service<\/a>.<\/p>\n

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

A Peercast discussion in Peeriosity\u2019s Shared Services Leadership research area<\/a> featured a panel of leading companies discussing their approaches to creating specialized roles in their Global Business Services organizations, with insights into the changes that were made and how the changes made a difference.\u00a0 During the Peercast real-time polling was used to support the discussion, with additional comments and perspectives shared by Peercast attendees.<\/p>\n

For details, Peeriosity members are encouraged to sign into the members\u2019 area to view the complete presentation and listen to the recorded Peercast.<\/p>\n

iPolling Results Review<\/strong><\/p>\n

Peeriosity\u2019s iPolling was used to provide insight into the extent to which Peeriosity member companies include specialized leadership roles in GBS \/ Shared Services.<\/p>\n

The first poll question asked about the status of the GBS \/ Shared Services organization having a formalized role in Marketing and\/or Business Development.\u00a0 While 68% of member companies have not considered the idea and 6% no longer consider a formal role to be necessary, 13% have implemented and another 13% are evaluating the idea. \u00a0\u00a0The Peercast discussion explored the reasons and benefits of having formalized Marketing and\/or Business Development roles; however, for those who haven\u2019t considered the idea, reasons included not having adequate funding for the role, being in the stabilization phase where there isn\u2019t bandwidth or capacity to add services, and having a record of success where the requests from businesses to take on additional services is already at a high level.<\/p>\n

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The second poll question asked about the status of the GBS \/ Shared Services organization having a formalized role for Communications and\/or Customer Service.\u00a0 \u00a0These roles, and particularly a focus on Customer Service, are more likely to be considered, with 50% of Peeriosity member companies having either implemented, approved, or evaluated the idea, with 44% who have not considered it, and 6% who no longer consider the roles to be necessary.\u00a0 Here is the detail:<\/p>\n

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Here are some of the comments from Peeriosity members:<\/p>\n