At our recent SSOWeek show in Orlando, SSON asked our audience a few questions about their SSO organization and where they are in their journey.

Some interesting results sprung up…

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At Shared Services & Outsourcing Week in Orlando (March 7-9), HP sponsored a pulse survey questioning delegates during the general sessions on a variety of topics. One of the focus areas for the conference was Analytics — specifically, how firms can best utilize the vast amounts of data within their enterprises to make faster, better, data-driven business decisions.

Based on the survey results, when delegates were asked what was driving business analytics, they ranked “improve data-driven, day-to-day decision-making” and “better guide future organizational strategies” equally in first place, with a third of the votes for each. However, most companies had not taken the first step toward implementing Analytics, challenged by “accessibility of enterprise data” and “other organizational priorities” as the #1 and 2 impediments to implementing a Business Analytics program. HP understands the challenges involved in finding the resources and time to implement a Business Analytics program to access disparate enterprise data sources. HP has over 1,000 experienced professionals — most with advanced degrees in management, economics, or quantitative sciences — focused on delivering business intelligence and analytics services. HP offers BI and analytics expertise, proprietary analytical methodologies and algorithms, and the ability to integrate business intelligence technology frameworks with analytics to provide the robust capabilities world-class companies require.

The survey covered a number of other topics, including global business services, BPO and general business challenges. Overall, attendee firms were most challenged with “continuing to provide value through growing their Global Business Services or Shared Services to add new services and expand into new regions and business units.” The next-ranked challenge was “transforming their business and the change management required for success.” And — no surprise — another top challenge was the need to reduce costs.

HP’s Business Process Outsourcing services provide the world-class processes, technology and best practices companies need to propel their organizations forward through leveraging proven technology, economies of scale, buying power, and a “Best Shore” approach.

See www.hp.com/go/bpo for more

We are considering adding new functions services or processes to our scope

We are focused on delivering good service today and holding costs down

We have developed a strategic plan

We are actively recruiting new talent against that plan

We are surveying our customers to determine their needs

We are selecting the service providers we'll need to execute that plan

Growing the service (expanding to new business units adding new services)

Transformation and change management

Reducing costs

End-to-end process-re-engineering

Making the business case for investment

Re-platforming service delivery to a Cloud/SaaS model

M&A & Divestiture

Global sourcing

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Multi-function shared services/multiple global service centers

Hybrid of Outsourcing and Global Business Services

Global Business Services (separately managed global service organization)

Single function shared services/single service center

Outsourcing

Finance & Accounting (includes payroll)

None of the above

HR functions

Customer Service

Procurement

Supply Chain

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Increasing

We don't perform any BPO and have no plans

BPO engagements will remain the same

Decreasing

Not happy

Mostly - 70% + of agreed targets are met

Partially - 50%+ of agreed targets are met

Fully

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Nowhere yet but we'd like to be. Can you help?

Data Acquisition

Actionable Insight

Chosen an Analytic Engine

Data Mapping

Combination of stand-alone and embedded in functional areas

Not implemented

Embedded in functional areas

Stand-alone group within Shared / Global Business Services

Stand-alone group outside of Shared / Global Business Services

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Captive on shore

Captive and outsourced

Captive on shore and off shore

We do not have an SSO yet

Other

Completely outsourced

Technology improvements and innovation

Best Practice processes

Priority Alignment

Improved global talent

Increased Funding

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Grown 0-10%

Grown 11-25%

Grown more than 25

Stayed flat

Shrunk

Accessibility of enterprise data

Other organizational priorities

Determining how to best leverage for business value

Shortage of skills and talent available in organization

Lack of executive sponsorship

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Improve data-driven day-to-day decision-making

Better guide future organizational strategies

Ability to visualize date through new perspectives

Data simulations and scenarios

Standardized reporting and forecasting

Captive

Outsourced

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