Drive to the top. The journey, lessons, and standards of global business services. kpmg.com

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1 Drive to the top The journey, lessons, and standards of global business services kpmg.com

2 The new normal for global enterprises is about doing more with less while at the same time driving the top line and strengthening the brand. At KPMG LLP, we work with enterprise clients every day to help optimize our clients service delivery as a way to help decrease costs, increase efficiencies and support overall growth. As such, we help our clients identify and evaluate their options in the most effective and efficient means possible. Here, we discuss shared services and its journey to becoming a true global business service (GBS) and its effects on the function and delivery of services to all stakeholders including customers, employees, and partners. This is the second in a series of white papers evaluating GBS maturity and effectiveness as it relates to shared services, in businesses based on direct industry feedback and analysis. Visit the Shared Services Outsourcing Institute to see the first foundational piece that sets the benchmark for GBS maturity models: Global business services excellence enhancing the business model for competitiveness. Looking for better options Enterprises of all sizes and in all industries have adopted and expanded their use of some level of shared/global services in the last two years. While cost reduction has always been a prime driver, shared services is now viewed as a driver of efficiencies, value, and fresh ideas across the whole organization. We have found the shared services organization to own the platform for collecting and analyzing key operating data and metrics, while in many cases, enhancing the brand value at the same time. As GBS is expanding and organizations seek a wider array of benefits to drive both cost and service improvements, three questions come to the forefront: What are the common elements and approaches to a leading shared services organization? What operational metrics and standards underpin excellence? What are the lessons learned and how can enterprises of all types use them to accelerate their own journeys? In order to address these questions, we established three goals for this research study: Evaluate the maturity and focus of GBS and strategies Detail operating assumptions for the different stages of maturity Derive a benefits and risk analysis for adopting different stages of maturity. 2 Shared Services and Outsourcing Advisory / The Journey, Lessons, and Standards of Global Business Services / October 2012

3 Global business services defined KPMG defines GBS as the collective set of resources, capabilities, and systems to deliver integrated support services such as IT, finance and accounting, human resources, procurement, and other business services across an organization. Implied in GBS is greater consolidation and leveraging of common applications and business processes, models, and leading practices to deliver these services more efficiently and effectively than in the past. As the name implies, this is often done on a global scale, using multiple service delivery models including elements of shared services, outsourcing and, increasingly, cloud solutions. The never-ending journey Research findings reinforce the KPMG position that adopting, deploying, and expanding GBS is a never-ending journey. The initial benefits are typically cost savings resulting from economies of scale and scope, better leverage of technology, standardized business processes, expanded use of performance metrics, and a reduction in the number of people required to deliver services. The destination and longer-term benefits typically are a moving target dependent on changing needs and conditions. They run the gamut from further cost savings to enhanced process performance, higher quality services, and overall business improvement. The Enterprise Services Transformation Framework KPMG has its own proprietary services transformation framework. The Enterprise Services Transformation (EST) framework is a multidisciplinary framework that leverages the full capabilities of KPMG s Management Consulting, Advisory, and Tax practices to provide its clients with a holistic capability to transform their business via a service model that advances the corporate strategy. It provides not only a perspective on how services should be structured, but also the methods, tools, and people necessary to transform the business. Drivers of excellence In the summer of 2012, KPMG interviewed global business services leaders at 12 Global 500 and FORTUNE 1000 companies. Five characteristics stood out as being critical to organizations driving business efficiency and value through the use of GBS. Align operations and delivery: Companies with the most effective global business services align all aspects of delivery with operations the closer the linkage the better Focus on growth: An emphasis on supporting innovation and business revenue growth characterized the most mature GBS organizations revenue support is still off the table for most organizations Support noncore activities: Supporting noncore activities is fast becoming the norm as GBS organizations gain greater trust with business unit leaders Integrate global processes: A high level of global process integration is an underpinning for supporting GBS expansion Provide data analytics: Capturing, mining, and analyzing operational data is the next plateau for adding value Focus on priorities KPMG focused the research around three topic areas: Business and organizational priorities what are the drivers and best paths to help optimization? Operational imperatives what drives GBS excellence? Enablers and barriers what needs to be overcome now? 3 Shared Services and Outsourcing Advisory / The Journey, Lessons, and Standards of Global Business Services / October 2012

4 Progress from coverage to governance We first determined the progress that enterprises have made against four key activities for global shared services: coverage, growth, operating, and governance plans. Coverage, growth, and operating plans had high achievement and priority among all the companies we interviewed. Indeed, they all ranked at roughly the same level in importance. There were no discernible differences in terms of industry, GBS maturity, or company size. In almost all cases, governance lags in progress compared to the other three areas. This is attributable to the still fluid nature of many businesses organizational structures and because governance excellence is difficult and somewhat an elusive, but highly sought after characteristic of a highly mature GBS. The following chart highlights the competencies in each area. Competencies and priorities Higher Higher Coverage plan Growth plan Coverage plan consists of focusing on covering a global footprint Expand services into new transactional activities and process areas while adding new services in specialized or value-add processes From an organizational perspective, roughly 80 percent of respondents noted that helping optimize the global operations footprint and aligning the operating model for efficiency and effectiveness were most critical. These priorities underpin the progress that most companies have made on coverage and operations expansion. Additionally, growth is framed today by expanding value-added services rather than increasing the global footprint. As the scope of data collected within the GBS environment is increasing exponentially, mining this data is becoming a critical priority. This trove of data and information is instrumental in increasing GBS strategic value and visibility among executive management. More than anything, this has been a critical development in moving up the value chain among companies that use GBS for strategic advantage rather than merely a cost-cutting vehicle. While protecting the brand and realizing value from acquisitions, only two companies mentioned synergies. KPMG believes these more marketing-oriented priorities will rapidly increase in importance, especially in environments where a standardized and consistent customer experience is required. Higher Lower Operating plan Governance plan A formally documented multiyear strategy exists that links to the overall company mission, vision, and strategy Business strategy and direction are established by business services through interactive process involving customers and corporate functional leadership 4 Shared Services and Outsourcing Advisory / The Journey, Lessons, and Standards of Global Business Services / October 2012

5 Respondent perspectives Driving growth and realizing synergies from acquisitions is a large part of our GBS vision. Consumer packaged goods company We want to align and optimize our global footprint. Centralizing our databases and mining information is an important part of these global initiatives. Financial services company Increasing scope of shared services is the number one business services priority, and our second priority is to drive process standardization. Consumer packaged goods company Cost cutting is not the priority for us; we are looking for productivity improvement through process improvement and standardization. Pharmaceutical company Alignment and control Companies look to their GBS to help support global optimization and operating model alignment that drives control as their core value proposition. Building on top of control is optimization by driving economics of scale, cost cutting and moving noncore activities into the GBS environment. This emphasis on shifting noncore activities is continuing at a quick rate as GBS organizations gain more credibility and lines of business look to them to manage more and more functions. Transforming the delivery as well as the role and scope is third in importance, although we see this quickly moving up the value chain. Especially important will be continued standardization and GBS becoming the catalyst for revenue-enhancing activities. Value propositions 5 Shared Services and Outsourcing Advisory / The Journey, Lessons, and Standards of Global Business Services / October 2012

6 Organization and process integration The most common GBS delivery model is regional distribution with specialization by functional area. The global, low-cost super center model is increasing in importance among the most advanced companies as a way to cut costs and consolidate processes across functional areas. Within all of these delivery models nearly all of the centers operate cross-functional services. Delivery model Operating model More than 90 percent of respondents noted that their organizations contain global process owners and in most cases they reside outside of the GBS organization. Approximately 50 percent had high or medium levels of global process owner integration. Critically, companies with higher levels of GBS maturity and optimization have the highest levels of process integration across both geographies and functions. Not surprising, from an operating model standpoint, single and multifunctional services predominate. All the companies with whom KPMG spoke have the intention to move to a fully multifunctional GBS model in the next two years. Within operational centers, there is a split between leveraging a captive (42 percent) and mixed-captive (58 percent) model. Only 13 percent of FTEs are outsourced across all companies. Roughly 58 percent of respondents noted that their functional groups reported to a single overall global business lead, while 42 percent noted they reported to multiple business leads depending on function. Sixtytwo percent of the time, GBS management reports to either a regional or the corporate CFO. 6 Shared Services and Outsourcing Advisory / The Journey, Lessons, and Standards of Global Business Services / October 2012

7 Enablers of GBS maturity The key factors that determine maturity are sixfold: location, standardization, process orientation, commercial orientation, pace of change, and service portfolio. As part of our survey we asked respondents to rank where their organizations are on these measures on a scale of 1 to 5, with 5 being most mature. Interestingly, pace of change scored the highest. Almost all organizations had a high imperative to move up the maturity scale and expand service functions throughout the enterprise. Location to lower cost geographies and a higher degree of standardization are the other two drivers of maturity today. However, there was a concern that GBS should not touch anything that impinges on local knowledge for the regional operating companies. Measured Low impact on people, culture; minimal investment Proximate to Business Maintain staff in current location Independent Specific to business units (BU), geographies, and functions Transactional Transactional services delivering economies of scale Staff Function Cost center focus with modest measurement against metrics 4.0 Pace of Change 3.7 Location 3.5 Standardization 3.4 Service Portfolio 3.2 Commercial Orientation Rapid Deployment Willingness to impact people, change culture and invest in long term strategy Relocate Functions Headquarter functions and related BU staff relocated to low cost geographies Integrated Standard solutions across business units, geographies, and functions Transactional & COE Centers of scale and skill delivering transactional and analytical services Run It Like A Business Service level measurement and accountability with transparent pricing Process orientation is still an area that most companies are still defining processes are still aligned by function. Few companies have a true wide range of processes that span geographies and business units. Functionally Focused Processes aligned and optimized within functional towers at BU level 3.1 Process Orientation End-to-End Organized by process across BUs and geographies 7 Shared Services and Outsourcing Advisory / The Journey, Lessons, and Standards of Global Business Services / October 2012

8 Characteristics of the leading edge There are four initiatives that set the most advanced companies apart from the rest. These lessons serve as a roadmap for GBS deployment initiatives: Establish global process ownership: Drive broad delivery across geographies Drive noncore expansion: Business units are pushing GBS organizations to take on more responsibility and delivery Focus on commercial orientation: Running GBS like a business and making costs variable are long-term objectives that will continue to drive business alignment Establish global analytics within shared services as the hub-to-mine data: This ability to provide insight into corporate strategy and improving overall enterprise operations contribution is increasingly giving global business services a seat at the corporate executive table To sum it up, the future maturation and importance of GBS was best stated by one of the survey respondents: The data and information collected by GBS allows us to deploy best practice data mining and analytics so we can transform our GBS to be a driver of overall corporate strategy both for internal and customer facing initiatives. 8 Shared Services and Outsourcing Advisory / The Journey, Lessons, and Standards of Global Business Services / October 2012

9 Case Study: IT Services Company Background: A major, multibillion-dollar IT and services company deployed GBS in 2000 to support both tactical and strategic goals. The company has significant business priorities along with many forward-looking programs to generate value. The company operates across 13 functional areas with more than 18,000 staff. There are more than 30 centers with major locations in China, Europe, South America, Singapore, and India. Business priorities: GBS operates across regions and processes, and it collects and analyzes data across functions to create useful knowledge about operations and customers. GBS will continue to evolve as the hub for process transformation and the focus of data and intellectual property. Operational imperatives: GBS has the platform around which to cluster processes across functional areas. Without this foundation, broad process combination cannot take place both within one functional area like finance and across areas such as HR, IT, and supply chain. The goal is global integrated processes that transcend functional broad-ranging processes. Enablers and barriers: The process imperative requires global competency centers. More clearly defined hubs will continue to be required for specific competencies. Next steps: Continue to evolve talent to accomplish the higher order value added activities analysis, broad process transformation, global competencies. Extend governance model through advisory councils that extend back to the business unit to enable further process integration. 9 Shared Services and Outsourcing Advisory / The Journey, Lessons, and Standards of Global Business Services / October 2012

10 Case Study: Apparel Manufacturer Background: A multibillion-dollar apparel maker deployed GBS at the beginning of 2012 after operating three separate shared services entities. A goal of the new organization was to align goto-market strategies and brand positioning on a global basis across all business and operating units. Equally important was to enhance overall global brand integrity. The former shared services organization was to support this global change initiative. There are seven shared services centers that support IT, Finance and HR in the United States, India, and the Philippines. Business priorities: Establishing GBS was a top-level, CEO-driven initiative. GBS allows the company to be more nimble while supporting global change and enhancing the brand. Operational imperatives: The company wanted the ability to change output without changing underlying processes, such as order-tocash and direct-to-check, to optimize operations and service delivery. Enablers and barriers: A GBS was necessary to support global branding and operations. Global data to run the business was also a requirement, but it had to be provided without disrupting the underlying processes. GBS provided the structure to enable this without having to change the line of business processes. The company also decided not to deploy an internal charge model for GBS it is a corporate expense, much like IT. Given the speed of change, chargeback models with rigid service level agreements would slow transformation. Today, service levels are agreed to as part of GBS overall operating models, and service delivery can be modified depending on need without impacting line of business profit and loss. Next steps: A key initiative going forward is to strengthen the company s talent management. This is one of the pillars to help ensure succession plans both at a management and staff level. Short-term assignments both inside and outside the GBS build career paths and provide opportunities for development while keeping staff fresh and connected to the business. 10 Shared Services and Outsourcing Advisory / The Journey, Lessons, and Standards of Global Business Services / October 2012

11 Contact us Rick Bertheaud Shared Services & Outsourcing Advisory, part of KPMG Management Consulting Principal T: E: Bob Cecil Shared Services & Outsourcing Advisory, part of KPMG Management Consulting Principal T: E: Cliff Justice Shared Services & Outsourcing Advisory, part of KPMG Management Consulting U.S. Leader T: E: For information and research on outsourcing, shared services and internal improvement, visit the KPMG Shared Services and Outsourcing Institute at To receive the latest insights from KPMG, join the KPMG Institutes at kpmginstitutes.com/admin/createaccount.aspx. Be sure to customize your profile by selecting Shared Services and Outsourcing along with other interest areas KPMG International Cooperative ( KPMG International ), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks of KPMG International Cooperative ( KPMG International ). The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. 3128_October 2012

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