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GOVERNANCE BEST PRACTICES OF WORLD-CLASS GLOBAL BUSINESS SERVICES (GBS) ORGANIZATIONS
Joel Roques, Managing Director Europe, Middle-East & Africa and Asia - Advisory Services
New Delhi, GIC Conclave March - 20th-21st March, 2012
Statement of Confidentiality and Usage Restrictions
This document contains trade secrets and other information that is company sensitive, proprietary, and confidential, the
disclosure of which would provide a competitive advantage to others. As a result, the reproduction, copying, or
redistribution of this document or the contents contained herein, in whole or in part, for any purpose is strictly prohibited
without the prior written consent of The Hackett Group.
Copyright © 2012 The Hackett Group, Inc. All rights reserved. World-Class Defined and Enabled.
Contents Part 1 – Governance
Introductions
Trends in Global Business Services (GBS)
The Importance of effective GBS
Governance
A World-class GBS Governance Model
Part 2 – Service Management
GBS Evolution
The Importance of effective GBS Service
Management
A World-class GBS Service Management
Model
Contents
Introductions
Trends in Global Business
Services (GBS)
The Importance of effective GBS
Governance
A World-class GBS Governance
Model
NASSCOM GIC Conclave | 5 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Speakers
Joel Roques
Managing Director Europe, Middle-East &
Africa and Asia − Advisory Services
Martijn Geerling
Director − Practice Leader Global Business
Services (GBS) Advisory Services,
Europe, Middle-East & Africa and Asia
NASSCOM GIC Conclave | 6 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
The Hackett Group: intellectual capital and implementation expertise – accelerating time to sustainable benefits We are the global leader in operations improvement
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We address both efficiency and effectiveness
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NASSCOM GIC Conclave | 7 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
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of the Dow Jones
Industrials
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of the
Fortune 100
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of the Dow Jones
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We know how the best do it,
where they do it, and the benefit of doing it.
Contents
Introductions
Trends in Global Business
Services (GBS)
The Importance of effective GBS
Governance
A World-class GBS Governance
Model
Trends in Global
Business Services
(GBS)
India’s current position
and outlook for the
domestic ‘market’
The global trends
NASSCOM GIC Conclave | 10 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Today, approximately 4,500 captive and BPO centers exist globally
Southeast Asia
East Europe
Captive BPO
>1,000
500-1,000
400-500
300-400
200-300
100-200
<100
Global distribution of captive and BPO centers
India
China
North America
Middle- & South
America
Africa
Western Europe
Northern Europe
Oceania
Source: The Hackett Group, 2012
NASSCOM GIC Conclave | 11 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
India has a captured a large part of the BPO market, but only a small share of the captive ‘market’
82%
18%
BPO centers
Global India
95%
5%
Captive centers
Global India
Source: The Hackett Group, 2012
Global distribution of captive and BPO centers – India‟s „share‟
NASSCOM GIC Conclave | 12 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Medium-term expect a decline in offshoring of jobs in Finance, IT and other key business services areas
3.5 3.4 3.4 3.5 3.5 3.6 3.6 3.6 3.4 3.4 3.3 3.3 3.4 3.4 3.4 3.5
4.7 4.6 4.4 4.2 4.0 3.8 3.5 3.2
2.6 2.3 2.1 1.8 1.6 1.4 1.2 1.0
0.2 0.3 0.4 0.5 0.6 0.7 0.9 1.0
1.2 1.4 1.5
1.7 1.8 2.0 2.1 2.3
Non Offshorable Remaining Offshorable Remaining Offshored
8.2 Million
North America,
Europe
Headquartered
Business
Services Jobs
4.5 Million North
America, Europe
Headquartered
Business
Services Jobs
2.3 Million
Offshored
1.6 Million
productivity gap
0.2 Million
Offshored
Productivity, growth and offshorable business services jobs (2011-2016)
Source: IMF World- Economic Outlook data, The Hackett Group proprietary data and publicly available company data, 2012
NASSCOM GIC Conclave | 13 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
GBS are moving from shared services models towards Global Business Services Models
Stage
3
Stage
2
Stage
1 Function-
centric
Process/ Service centric
Value-centric
Maturity
Strategic
Business
Enablement
Operating
Excellence
Complexity
Reduction
The three stages of Global Business Services evolution
Functionally Focused & Owned Platform
Transactional Standardization
Regional Shared Services Consolidation
Transactional Automation
Unit Cost Reduction Focus
Multiple Functions inside GBS Org
Service Management Implementation
Enterprise Standards
Performance Technology Improvement
Knowledge Centers of Excellence
BPO & Managed Services Outsourcing
Unit Cost Reduction + Service Value Focus
Service Oriented Standalone Entity
Service Placement Agility
Service Management Centric
Non-Traditional Knowledge Centers of Excellence
Innovation
Commercial Performance Profile
Unit Cost Reduction + Service Value + Business Value Focus
Shared Services Global Business Services
NASSCOM GIC Conclave | 14 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Few GBS have entered the most advanced stage of GBS development
In good company?
Maturity
Shared Services Global Business Services
Operational Excellence
6%
37%
57% Complexity Reduction
Stage
3
Stage
2
Stage
1 Function-
centric
Value-centric
Process-centric
Strategic Business Enablement
NASSCOM GIC Conclave | 15 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
GBS form integrated global delivery networks, how should these be governed?
Company A - Global service delivery network
Captive Center location
Geographical scope
BPO Center location
Geographical scope
The Importance of
effective GBS
Governance
What is GBS Governance?
What is the tangible effect
of effective GBS
Governance?
A common
misconception
Governance is about
getting your service level
agreements, key
performance indicators
right…
NASSCOM GIC Conclave | 18 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
GBS Governance and GBS service management are intertwined but not the same
GBS
Governance
GBS
Service Management
GBS
Service provisioning
Provide consistent management
guidance
Set cohesive policies and procedures
Assign effective decision-rights
Organizational capabilities enabling a
GBS to design, implement and
optimize a service
Services delivered to GBS
customers, based on good
governance and a well-defined
service management model
NASSCOM GIC Conclave | 19 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
World-class GBS exceed expectations of business clients to support enterprise agility 6 times more than peers
(% of respondent answering ‘exceeded expectations’)
67%
75%
83%
14%
11%
14%
Improved service delivery
Cost reduction
Agility 6X The likelihood
World-class GBS
exceed
expectations to
contribute to
enterprise Agility
Strategic alignment – level of achievement
Peer World-class
Source: The Hackett Group, 2012
Agility - Ability to respond to changes in the economic conditions and/or business strategy. An organization should be
able to rapidly reduce its overall support function cost structure to match a 10%-35% revenue reduction within a 6-24
month time frame, while maintaining acceptable service levels
A World-class GBS
Governance Model
Key components of a
World-class GBS
Governance Model
Challenges for a global
governance structure
NASSCOM GIC Conclave | 21 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Three building blocks of effective GBS Governance
Policies &
Procedures
Decision Rights
Roles,
Responsibilities &
Committees
Who does the GBS leader report to?
What other roles, responsibilities and committees
are required to govern the relationship between
GBS and clients?
With what frequency should various governing
bodies meet?
Which policies and procedures are required to
manage a GBS?
Who decides on:
− Budget allocations
− Service scope changes
− Service Pricing
NASSCOM GIC Conclave | 22 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Iss
ue
Es
ca
lati
on
Executive sponsorship
Strategic focus
Facilitates organizational buy-in
GBS budget approval
Global Business Services success is dependent on the guidance and support from the business
GBS Leadership Team
Executive G&A Governance Board
Customer Advisory Council
Global Process Owners
Strategic
Operational
End-to-End Process Control Councils
Change agent and partner
Sponsors improvement initiatives across the BU‟s
Assess & resolve cross organizational issues
Implement process improvement across the company
Supports dispute resolution process by identifying root
causes of issues
Provides feedback to the Customer Advisory Council
Aligns processes with Bus & GBS goals
Determines how to fulfil customer service requirements
Provides oversight to end-to-end processes
Supports transformation efforts
Builds partnerships across company
Manages activities via SLAs
Accountable for delivery of: financial, process, customer,
human capital & organizational targets
NASSCOM GIC Conclave | 23 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
For both Peer and World-class GBS, the majority of GBS leaders report to the CFO
Reporting to
GBS Executive
leader
GBS Executive
leader
CFO 43% 42%
Not reporting to parent 9% 17%
CXO (HR, IT, Proc.) 15% 16%
CAO, COO 6% 16%
CEO 9% 8%
Business leader 19% 0%
2X More World-class
GBS operate semi-
commercial models
than Peers
GBS leader‟s reporting relationship
Peer World-class
Source: The Hackett Group, 2012
NASSCOM GIC Conclave | 24 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Governance meetings need clear purpose and regular meetings to be effective
Governance body Meeting Agenda Frequency
Governance
Board
GBS Strategy and client
relations
Budget and investments
Demand management
Issues management
Bi-annually
Customer
Council
Operations review
SLA performance
Issue management
Quarterly
GBS Leadership
Ongoing operations review
– trending information
– customer satisfaction
survey
– projects and innovation
Issue management
Monthly
NASSCOM GIC Conclave | 25 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Effectiveness of different governance approaches for globalized business service delivery
70%
66%
28%
50%
58%
29%
Governance board
End-to-end process owners
Customer council
Processes provided through captive
Processes provided through BPO
Source: The Hackett Group, 2012
Percentage of companies indicating the approach is
“moderately” or “highly” effective
NASSCOM GIC Conclave | 26 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Global Business Services success requires clear decision authority
GBS Operating Decision
Decision Authority
End-to-End
Process
Control
Councils
GBS Leadership
Team
Customer
Advisory
Council
Executive G&A
Governance
Board
Annual operating budget C R C A
Annual capital budget C R C A
Required capital expenditure (ex.
technology I R C A
Significant project commitment I R C A
SLA performance levels I R C A
Process changes across Bus I R C A
Service pricing levels I R C A
Fundamental changes in GBS scope - R C A
Additional headcount (within budget) - R C A
Dispute resolutions (with BU / PG / Corp) - R C A
Example RACI – decision matrix
R – Responsible A – Accountable C – Consulted I - Informed
NASSCOM GIC Conclave | 27 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
World-class GBS have devolved more budget authority to GBS leaders than Peers
Decision
responsibility
Su
perio
r of
GB
S le
ad
er
GB
S L
ead
er
Go
vern
an
ce
Bo
ard
Cu
sto
mer
Co
un
cil
Oth
er
Allocate operational
budget
Allocate capital
budget
46% 33% 10% 3% 7%
33% 50% 17% 0% 0%
1/2 Of World-class GBS
have enabled GBS
leaders with
operational budget
authority 43% 32% 12% 0% 13%
33% 42% 25% 0% 0% 2/5
Of World-class GBS
have enabled GBS
leaders with capital
budget authority
Decision rights – operational and capital budget allocation
Peer World-class
NASSCOM GIC Conclave | 28 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Example - Governance Structure for a GBS
Customer Council
Governance Board
Functional
Customers
(HR)
Zones Product
Groups
Finance
CFO
HR
CHRO
IT
CIO GBS Head
Global Business Services (GBS)
SSC
(CESPs)
Global E2E
Process
Owner
BPO (ACS)
Business Performance
Project
Team
Responsibilities:
Monitor GBS
performance
Issue resolution
Negotiate Service
Agreement
Responsibilities:
• Manage budget and
scope of SSO
• Maintain Master SLA
Responsibilities:
Setting SSO strategy and scope
Approve operational and capital budget
EPM CoE
(Planning)
Contractual
partners by
signed Service
Agreement
PROC.
CPO …
Responsibilities:
Design and implement
End-to-End process
standards and
improvements
Responsibilities:
Deliver according to Service
Agreement
1
2
3
4
NASSCOM GIC Conclave | 29 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Challenges for a global governance structure
Physical distance vs. proximity through an integrated
center network
Cultural distance vs. ‘one company’
philosophy
Offshore transaction center vs. globally
leveraged model
QUESTIONS?
GOVERNANCE BEST PRACTICES OF WORLD-CLASS GLOBAL BUSINESS SERVICES (GBS) ORGANIZATIONS
New Delhi, GIC Conclave March - 20th-21st March, 2012
Director – Practice leader, Global Business Services (GBS) program,
Europe, Middle-East (EMEA) and Asia
Contents
GBS Evolution
The Importance of effective GBS
Service Management
A World-class GBS Service
Management Model
NASSCOM GIC Conclave | 34 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
GBS service management is a prime enabler to advance from stage to stage 2 and beyond
GBS
Governance
GBS
Service Management
GBS
Service provisioning
Provide consistent management
guidance
Set cohesive policies and procedures
Assign effective decision-rights
Organizational capabilities enabling a
GBS to design, implement and
optimize a service
Services delivered to GBS
customers, based on good
governance and a well-defined
service management model
NASSCOM GIC Conclave | 35 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Service Management is a key enabler to move from a function-centric to a value-centric GBS model
Stage
1 Function-
centric
Stage
2 Process/Service-
centric
Stage
3 Value-centric
Complexity
Reduction
Maturity
Operating
Excellence
Service Management
Integration
Shared Services Global Business Services
Rudimentary
Service Management Complexity
Reduction
Strategic
Business
Enablement
Service Oriented Independent Platform
Service Catalog Centric
NASSCOM GIC Conclave | 36 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Does GBS Service Management matter?
Q: How important is GBS Service Management in enabling your GBS
to positively impact overall company performance?
33% 67%
Top Performer
of Top
performers
think its critical VS
66%
34%
Peer
of Peers
think its
critical
Source: The Hackett Group, 2011
The Importance of
effective GBS Service
Management
What is effective GBS
Service Management?
What is the tangible effect
of effective GBS Service
Management?
A common
misconception
Service Management is
about meeting your
service level agreements,
and key performance
indicators…
NASSCOM GIC Conclave | 39 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Quality of service delivery evolves through five phases in the service management framework
Capability to identify a services portfolio that meets
internal customer expectations demand in a cost effective
manner
Service
Strategy
Service
Design
Service
Transition
Service
Operation
Continual
Service
Improvement
Lifecycle Phase
Capability to design and deliver services that meet
internal customer expectations demand in a cost effective
manner
Capability to transition a service from business unit to
GBS causing minimal business disruption
Capability to manage customer interaction and GBS
support functions to deliver services with consistent
quality
Capability to continuously improve service quality and
operational effectiveness
GBS Service Management lifecycle
NASSCOM GIC Conclave | 40 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Each phase of the lifecycle contains several processes detailing these capabilities further
Process
Demand
management
Service
portfolio
management
Financial
management
Supply
management
Service
catalogue
management
Supplier
management
Service
migration
management
Change
management
Contact
center
management
Infrastructure
management
Service
continuity
management
Quality
Improvement
Knowledge
management
Lifecycle Phase
Service
Strategy
Service
Design
Service
Transition
Service
Operation
Continual
Service
Improvement
GBS Service Management framework
NASSCOM GIC Conclave | 41 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
World-class GBS concur, Service Management is key to deliver World-class performance
Do you think it
matters?
of Top performers think
GBS Service management
critical to the success of
their GBS 67%
What matters
most?
The score of Top
performers (scale 0-4) on
Financial Management
capability; which equates
to Leading capabilities in
this area of competence
3.8
Does it actually
matter?
Top performers realize
twice the level of service
quality improvements
year-on-year compared
to peers 2x
Can you achieve
top performance?
The percentage of GBS
that participated in the
study demonstrating first
quartile capabilities in GBS
Service management 17%
NASSCOM GIC Conclave | 42 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
World-class GBS deliver higher levels of customer service and productivity gains compared to peer
2%
38%
11%
43%
26%
14%
59%
3% 4%
Peer Top Performer
Productivity improvements achieved against baseline
(past 12 months)
2%
58%
29%
30%
7%
44%
4%
19%
7%
Peer Top Performer
Customer service improvements achieved against baseline (past 12
months)
70%
11% 17%
63%
Deterioration No change 1% - 10% 11% - 20% 21% - 40% 41% - 60% >60%
Customer service and productivity improvements over 10%
Source: The Hackett Group, 2012
A World-class GBS
Service Management
Framework
Key components of a
World-class GBS Service
Management Framework
Challenges for a global
Service Management
model
NASSCOM GIC Conclave | 44 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Managing supply & demand successfully is pivotal for a World-class GBS
Supply Legal
GBS Infrastructure
Assets
Demand
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
GBS Service Management Taxonomy
Experts Consulting Projects Transactions
Glo
bal
Pro
ces
s O
wn
ers
/ B
Us
/ F
un
cti
on
s
Bu
sin
es
s R
ela
tio
nsh
ip M
an
ag
ers
Call / Self Service / Email / Chat
BUs BUs Func. Func.
NASSCOM GIC Conclave | 45 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Service Catalogue Management connects Supply and Demand Management
Demand
Management
Service
Catalogue
Management
Supply
Management
Customer
1
Customer
2
Customer
3
Service A
Service B
Service C
Process 1
Process 2
Process 3
A customer perceives the service not the
process…
NASSCOM GIC Conclave | 46 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Through demand planning the GBS can understand, plan and influence customer demand…
Demand
Quantity
Determine client
demand
Translate
demand to
services portfolio
Develop capacity
plan
Develop service
delivery plan Develop service
pricing
Manage plan-actual
deviations
Customer GBS
Supply
Price
NASSCOM GIC Conclave | 47 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Getting it wrong, a GBS is either resource constrained or over-staffed
Supply
Demand
Price
Quantity
Determine client
demand
Translate
demand to
services portfolio
Develop capacity
plan
Develop service
delivery plan Develop service
pricing
Manage plan-actual
deviations
Customer GBS
Resource
constrained overstaffed
Demand > Supply Demand < Supply
NASSCOM GIC Conclave | 48 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Top Performers are significantly better at forecasting service demand than Peers
13%
33% 22%
33%
9% 9%
11%
2% 4%
42% 22%
Peer Top Peformer
+/- 5% +/- 10%
+/- 15% +/- 20%
+/- 25% More than +/- 25%
We do not measure this variance
2.6x
Source: The Hackett Group, 2012
Level of accuracy in forecasting service demand
NASSCOM GIC Conclave | 49 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
GBS Financial management aims to align company and GBS objectives
1
Annual GBS plan
& budget
Demand
planning
2
Demand & Financial
Forecasting
3
Perfor-
mance
Measure
ment
4
5
NASSCOM GIC Conclave | 50 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Top Performers have implemented positions which support execution of key GBS service management capabilities
22%
56%
67%
67%
78%
78%
100%
23%
40%
42%
60%
36%
30%
66%
GBS Sourcing Manager
GBS Service Manager
GBS Strategy Manager
GBS HR Manager
GBS IT Manager
GBS Business Relationship Manager
GBS Financial Manager
Peer Top Performer
Q: Which positions have you implemented?
NASSCOM GIC Conclave | 51 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Capability Maturity Levels explained
GBS Service Management capability maturity levels, increasing capabilities lead to outperformance
Lagging
Significantly lagging
in performance
Leading
Setting new boundaries
of excellence
Achieving
Performing at
Peer/ industry Levels
Exceeding
Exceeding Peer/
industry Performance
Pushing the outer
boundaries of effectiveness
Increasing focus on
value Delivered
NASSCOM GIC Conclave | 52 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
> 2 years 2-5 years 6-8 years 9-11 years > 12 years
Service Management is a key enabler to develop an advanced GBS model
Lagging
Achieving
Leading
Exceeding 9
Years it takes
World-class GBS
to achieve
advanced GBS
Service
management
capabilities
Overall Source: The Hackett Group, 2012
GBS Service Management maturity
NASSCOM GIC Conclave | 53 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Changing a shared services model to a GBS model requires change to all aspects of the service delivery model
Governance
for how
decisions are
made;
organizational
entities,
structure and
reporting lines
Decision
making
effectiveness
Top
management
participation
Responsible,
accountable,
consulted,
informed
(RACI)
Skills needed
to deliver and
successfully
transform and
execute
services
Skills in
business
functions and
business
operations
Formal
training and
skill
development
opportunities
• Retention of
top
performers
Architecture of
the technology
platforms
required to
support service
delivery
Automation
Online self-
service
access
IT and
systems
integration
Data
standards,
report design,
score cards,
KPIs, master
data elements,
and
repositories of
unstructured
information
Decision
making
frameworks
Single
version of the
truth
Global
master data
standards
Specification of
which and
processes are
to take place
where
Transactional
COEs
Knowledge
COEs
Work done at
BU level
How and
where
processes and
sub processes
are sourced
In-house Vs.
outsource
Onshore Vs.
offshore
Processes, exception-handling
rules, mappings, etc.,
associated with functional roles
and responsibilities
BU-level standards
Enterprise-wide standards
SERVICE
DELIVERY
MODEL
INFORMATION
SERVICE
PLACEMENT
PROCESS
SOURCING
PROCESS
DESIGN
ENABLING
TECHNOLOGY
SKILLS &
TALENT
GOVERNANCE
&
ORGANIZATION
NASSCOM GIC Conclave | 54 © 2012 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Challenges for a global Service Management model
‘Silo’-ed vs. boundary-less service delivery
Center-led vs. GBS-led standardization
Process vs. Value-centric mindset
QUESTIONS?
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