Deloitte Shared Services, GBS & BPO Conference Shared Services Design Through to Implementation

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1 Deloitte Shared Services, GBS & BPO Conference Shared Services Design Through to Implementation Jo Hart & Charlotte Allen, Deloitte September 2015 Berlin, Germany

2 Agenda Shared Services Approach Assess Feasibility Design Implement Optimise Questions Deloitte Shared Services, GBS & BPO Conference

3 Shared Services Approach What is the ideal way to approach the design and implementation of your shared services organisation? Assess Feasibility Design Implement Optimise Value Project Management Process Information Technology Organisation & Human Resources Site Selection & Facilities Tax Security & Controls Change Leadership & Learning How will we create value for the organisation? How will we manage the effort? How must processes change? What application & IT infrastructure changes must be made? How will we structure the organisation and workforce? Where will we locate the SSCs? How can tax optimise our shared services initiative? How will we verify that policies and procedures are followed? How will we make change happen? Deloitte Shared Services, GBS & BPO Conference

4 Relationship to the business Generic (company-wide) Specific (site, unit, region) Assess Feasibility How do you align your stakeholders before you start the journey? Assess Feasibility Design Implement Optimise 01/ Understand Scope Low Cost / Defined Service Level Local Support Method of adding value Knowledge Transfer / Management Involvement Local Business Partner 02/ Develop Vision (Focus on local delivery) (Focus on value added support) 03/ Prepare Business Case & Roadmap Shared Services Centre (Focus on consistent & efficient delivery) Centre of Excellence (Focus on policy & process ownership) Deloitte Shared Services, GBS & BPO Conference

5 Assess Feasibility SSO Journey Waves 2 SST SSO Formed EDC Pilot Wave 1 EDC 100 & 2.1 BAU Oct 2012 Mar 2013 Jan 2014 Apr 2014 Jun 2014 Nov 2014 Feb 2015 Sep 2015 EDC Capability IT Service Desk 5 Firm s Tax

6 Assess feasibility Understand scope 1a / Interviewed functional leads to validate opportunities and determine split of activities 1b / Detailed process sessions with teams to capture all processes, Service Catalogues, KPIs, SLAs, systems and volumes 1c / Five day workshops with project and snr mgmt team to analyse all processes against assumptions and activity filters. Recommendations proposed for each activity Risk Comp advantage Physical proximity Regulatory issues Client interaction SSC READINESS TBC OFFSHORING READINESS TBC 6

7 Design What should the Shared Services Organisation look like? Assess Feasibility Design Implement Optimise Transitioning to shared services typically involves consolidating across four dimensions of the business Multiple systems Move to one system Rationalise systems Multiple processes Define process Standardise policies Common systems and processes are most critical to achieving business benefits Full organisational and geographical consolidation may not be necessary ( virtual Shared Services) Move to one database One location Consolidate in region Consolidate in country Multiple locations Shared Service Harmonise processes One organisation per process Separate from BUs Multiple organisations Deloitte Shared Services, GBS & BPO Conference

8 Design Service Model Deloitte Shared Services, GBS & BPO Conference

9 Local Scope Regional Global Implement What should the transition approach be? Assess Feasibility Design Implement Optimise Budget, timeframe and risk appetite will influence the transition approach: 1a/ Migrate to SSC and standardise at the same time b a GOAL 1b/ Migrate to SSC using legacy system, then standardise 1c/ Standardise, then migrate to SSC Simplified Standardised Leading Practice Process Deloitte Shared Services, GBS & BPO Conference NOW c

10 Transition Transform Mature Implement Restating the approach and aligning our terminology Map high level processes Analyse suitability of ICS functions for inclusion in Shared Services Decouple and support re-design of the teams/processes not moving into Shared Services Transfer people across from identified functions Stand-up new Shared Services Organisation Initial assessment of transformation options Shortlist option and announce plans Analyse SSC functions for viability of the shortlisted transformation option by further analysing processes Analyse broader feasibility of the preferred option Consult with staff based on option selected Decide on option to transform and develop detailed transformation plan Draft new operating processes & procedures Create internal capability to operate in the transformed model Transform operation to target operating model (multiple waves) Embed target operating model Tune operating procedures Embed continuous improvement Identify additional areas for inclusion in Shared Services scope and plan for transition of these services Until June 2013 Dependant on Transformation Approach Dependant on Transformation Approach Deloitte Shared Services, GBS & BPO Conference

11 Transactional Going beyond transactional Role of SSC Optimise How can the Shared Services Organisation be optimised? Assess Feasibility Design Implement Optimise Optimisation activities might focus on: Global process owner with end-to-end perspective 01/ Increasing process standardisation (continuous improvement) Optimisation Expansion 02/ Expanding the customer base or breadth of services offered Standardisation 03/ Improving operational efficiency (benchmarking and diagnostics) Consolidation Lift and shift Deloitte Shared Services, GBS & BPO Conference

12 Optimise Growth Model Workload Service lines MK MK Standardise Partial Workload EDC 12 Deloitte Shared Services, GBS & BPO Conference

13 Optimise Growth Model Investment Enabling areas 13 People Process Technology

14 Optimise Improving operational efficiency People Process Technology 14 JO HART Head of Shared Services Human Capital Engagement, Participation, Communication Training and Professional Qualifications Coaching, Mentoring, Support Continuous Service Improvement Group level White belt capability A third of function with Yellow belt capability Automation, Elimination, Re-engineering Robotic Process Automation (RPA) User replacement 24/7 robot Efficiency increase range of 1:2 1:4 Decreased defects and failure

15 Optimise Improving operational efficiency Right blend of Business SME/Project resources (backfill) Formal knowledge transfer & investment in training product development People Virtual team management creates its own challenges JO HART Head of Shared Services Investment in process mapping & operating model design Blend of fix & shift/lift & shift Process Minimise disruption with a reduced timeline Ensure Data Security/Risk/IT are aligned Local IT capability provisioning is key to success Technology 15 Assume nothing! Test, test, test

16 Thank you! Any questions? Deloitte Shared Services, GBS & BPO Conference

17 Deloitte Shared Services, GBS & BPO Conference 2015 Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited ( DTTL ), a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of DTTL and its member firms. Deloitte LLP is the United Kingdom member firm of DTTL. This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out will depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this publication. Deloitte LLP would be pleased to advise readers on how to apply the principles set out in this publication to their specific circumstances. Deloitte LLP accepts no duty of care or liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication Deloitte LLP. All rights reserved. Deloitte LLP is a limited liability partnership registered in England and Wales with registered number OC and its registered office at 2 New Street Square, London EC4A 3BZ, United Kingdom. Tel: +44 (0) Fax: +44 (0)

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