Debbie Ellis Director, Shared Services

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Debbie EllisDirector, Shared Services

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The perception
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The Approach

• Delivering financial services requires
  significant pre-planning
• The starting point is to decide what business
  outcomes you are looking forward
• Prepare and focus on end-to-end process
  management
• The desired position of implementation is too
  measure the success and seek continuous
  improvements

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Business Approach
Articulate Business outcomes
Clarify IN/OUT SSC
Analyse 1st Line tasks
Size using Benchmarks
Check X-function
Define SSC size performance
define key functions and volumetrics including
new activities and processes not previously
covered
Define the exact boundaries between activities
that are going to be part of the SSC and that
will stay in the Services
Analyse 1st line support tasks and current
workload volumetrics
Apply benchmark standards targeting specific
critical areas
cross check of potential consolidation of
activities i.e. master data and sense check the
SSC organisation in terms of number of tiers,
spans of controls and overall cost
Finalise Size of the Shared Service Centre
define the Performance measures in the
SLA/OLA
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Key elements relevant to Financial Services

• Procurement
• Accounts payable creditor payments
• Accounts receivable debtors
• Cash management
• Financial accounting
• Financial reporting

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What this means in more detail

• Service Operating Level Agreements (SLA / OLA)
• Handling quotes, contracts, purchase orders,
  invoices
• Accounts receivable including cash and debt
  collection
• Managing bank accounts, assets, budgets etc.
• Payroll pensioners, employees, externals, SAP
  Security, interfaces and workflow, functional
  support etc

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Finding the Balance

• Benefits to staff
• Better quality, more timely info
• Less paper
• Faster turnaround of requests/claims
• User friendly, one-stop shop
• More uniformity traceability in procedures
• In control of own data
• New ways of working

• Concerns
• Information security
• Big brother
• New system to learn
• Increased workload for managers
• SSC out of our control
• SSC anonymity, loss of personal touch
• Less flexibility
• Is the infrastructure up to it?
• Will the SSC be ready?

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The Shared Service Contact Model
Can I help myself?
Can my manager or super user help?
SAP Support Data Security Interface
3rd Party Partner
User or System Issue
Is this technical?
Remedial Action
Continuous Improvement
Enhancement
Helpdesk
Does it require expert info?
Fin 2nd Line
Case Work
Is this a complex transaction?
Shared Service Centre teams
Process Owner
Does it require Analysis?
Business Intelligence
Business Case
Self Help Tools
85 1st Fix
12 2nd Fix
3 3rd Fix
Portal Intranet
Telephony Call Logging
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Structure Roles
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Finance Procurement Team
Finance Procurement Team Manager
Guide 14/5
Purchase to Pay Group Manager
Sales to Collection Group Manager
Record to Report Group Manager
Guide 18
Guide 18
Sales Relationship Team Leader
Contracts Team Leader
Accounting Team Leader
Guide 18
Contracts Officer
Accounting Officer
Sales Relationship Officer
Guide 115
Guide 115
Guide 115
Banking Income Officer
Purchasing Team Leader
Credit Control Team Leader
Purchasing Officer
Guide 115
Credit Control Officer
Invoicing Team Leader
Guide 115
Invoicing Officer
Guide 115
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What does this mean for Finance

• Finance have 3 roles in this period of change
• As support function to agencies throughout this
  period of change as part of the design and
  implementation
• As professional users of new SAP system
• As employees/managers
• Whilst the agencies and teams still have business
  as usual!

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The vital link - Managers

• Why are they so important
• 75 of staff say managers are important to how
  they feel about the organisation
• They are the accessible, trusted face of the
  organisation
• They can develop and maintain high engagement
  during change
• They can help to reconcile their teams to change
• melcrum research

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Key Policy changes required to ensure success

• Electronic procurement for requisitioning/
  ordering of goods and services
• All invoices received to quote a PO number for
  payment
• Electronic invoicing directly to the SSC
• Procurement catalogue buying to be made available
  on-line

• Standardise contracts
• Provision of electronic payment to suppliers
• New operational procedures
• changes to skills in both the business unit and
  the SSC required to drive optimisation

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Further policy improvements

• Debtors standardise banking arrangements across
  the organisation leads to automated bank
  reconciliations also
• Payroll provision of electronic pay slips
  rather than hard copy
• Month end standardise and regularly communicate
  month end timetable one size fits all
  regardless of any unique ways
• Standardise accounting policies for organisation
  eg same rate and method of depreciation across
  the entity
• Adopt a proactive culture of continuous
  improvement

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Challenges

• Vision, ownership and accountability
• Stakeholder management
• Culture
• Cohesiveness of change
• Project management quality
• Communications
• Benefit realisation
• New ways of working

• Mavericks
• Engagement with services
• The unknowns
• The perception

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A Balanced view
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Success looks like
1 work out where you are going to
2 identify your objectives
3 Qualify outcomes
(B) Measures increase on I am able to act on
the opportunities I see increase of confidence
SSC team
(A) Tools Employee survey Leadership
surveys KPIs SLAs Customer Feedback
4 define your engagement
6 Act
5 Measure