Shared Services : Mining for Corporate Gold

by Quinn, Barbara.; Cooke, Robert.; Kris, Andrew.

• ISBN13: 9780273644552
• ISBN10: 0273644556
• Format: Hardcover
• Copyright: 1999-01-01
• Publisher: Financial Times Prentice Hall

Summary

With "Shared Services" readers can discover what shared services means and how it differs from yesterday's bureaucratic centralized support functions. Includes in-depth coverage of sizing, determining what to share and what to outsource, establishing the infrastructure, and changing the company's internal culture to support shared serves.

Author Biography

Barbara E. Quinn is one of the founders and a managing partner with CAIL Consulting Group Inc. Robert S. Cooke Robert is one of the founders and a managing partner with CAIL Consulting Group Inc. Andrew Kris Andrew is a prominent commentator on the worldwide development of shared services and founder of The Shared Services Forum

Table of Contents

The search for gold	1	(18)
Staff functions are big business	2	(4)
Staff groups as monopolies	6	(1)
Duplication and decentralization are passe	7	(2)
The split personality of staff roles: wearing two hats	9	(1)
Strategies for staff functions	10	(9)
Knowing what to mine	19	(20)
The birth of shared services	19	(2)
When staff groups fail to give clients what they want	21	(1)
Why charge-back is fundamental	22	(1)
A continuum of shared services models	23	(1)
Basic shared services: it is more than consolidation	23	(4)
The marketplace model	27	(6)
The advanced marketplace model	33	(2)
Shared services as an independent business	35	(2)
Conclusion	37	(2)
The route towards the implementation of shared services	39	(12)
The feasibility of shared services for the organization	40	(2)
An analysis of the current state	42	(2)
Outsourcing	44	(1)
Designing the approach to shared services	44	(3)
Implementation and ongoing operations	47	(4)
Scoping shared services: defining the borders	51	(14)
The scope of potential functions	51	(6)
Defining the borders	57	(3)
The culture and strategic orientation	60	(4)
Conclusion	64	(1)
Shared services cannot be sold, it can only be bought	65	(18)
Executive team dynamics and its impact on shared services	65	(2)
Traditional model: vertical business units	67	(2)
Integrated executive teams	69	(2)
The executive presentation	71	(12)
The initial size-up: understanding where you are	83	(16)
The ``as is'' picture -- current products and services	84	(3)
The ``as is'' picture -- current products and service costs	87	(4)
The ``as is'' picture -- comparison to external benchmarks	91	(4)
The ``as is'' picture -- client satisfaction	95	(1)
Building the business case to proceed	96	(3)
Strategic outsourcing	99	(18)
Possible motives for outsourcing	99	(9)
Governance not for sale	108	(2)
Dilemmas in outsourcing	110	(4)
The future of outsourcing	114	(3)
Organizing and leading shared services	117	(22)
Shared services as a separate entity	118	(1)
Separation of shared services from governance functions	119	(1)
Separation of transactional processing from professional and advisory services	120	(1)
Shared services reporting	121	(2)
Internal structures of shared services organizations	123	(3)
Locating shared services centers	126	(3)
Locating in Europe	129	(2)
The culture and language of location	131	(1)
Leading the shared services organization	132	(3)
Leading the transactional processing center	135	(1)
Leading professional and advisory services	136	(3)
The foundation for success	139	(18)
Key operating principles for shared services success	140	(6)
Pricing models	146	(4)
Service level agreements	150	(3)
Internal billing for services	153	(1)
Time tracking	154	(3)
Creating a culture of commitment	157	(18)
Staff intrigues and concerns with shared services	159	(3)
The dynamics of employee buy-in and commitment	162	(2)
A clean sweep	164	(1)
Training clients to love us	165	(1)
Critical activities to ensure the success of shared services	165	(7)
Primary and secondary strategies for shifting the culture	172	(3)
Evolving the shared services business	175	(18)
A vision for shared services	176	(6)
Translating vision into action	182	(1)
Clients are not wrong	183	(2)
Marketing activities for shared services groups	185	(8)
Measuring and evaluating success	193	(20)
The burden of proof	193	(2)
The balanced scorecard	195	(1)
What internal clients want	196	(3)
A quality framework	199	(4)
Learning and growth metrics	203	(1)
Financial metrics: costs and cost savings	204	(1)
Internal metrics: productivity and product performance	205	(1)
Customer metrics	206	(1)
Special challenges for marketplace and advanced marketplace models	207	(3)
What internal shared services consultants must do to succeed	210	(3)
Fast forward	213	(16)
Shared services as part of the future	215	(2)
Pan-European companies mean pan-European shared services	217	(1)
A business in a marketplace	217	(2)
The image of internal charging	219	(1)
The liberalization and resettlement of governance	220	(1)
Whose policy is it anyway?	221	(2)
Independent business	223	(1)
Outsourcing's rise and fall	223	(2)
The consulting implosion	225	(4)
Bibliography	229	(4)
Index	233