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Presentation challenging audience to understand the limitations upon innovation when implementing shared services
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2
?
Haven’t
we already
innovated by adopting
shared services
3
So why is the
industry still talking
about
innovation
4
looking for
something
more !!!
It appears
we are
5
Can we find the
Holy Grail of innovation?
6
Or are we
kidding
ourselves
Is it even possible given that the mission
of shared services is to provide
control, consistency
and manage risk
7
Or is it all down to the way we approach
innovation
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Is Tom Peters right? Is Tom Peters right?
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Maybe we don’t have a
good… or
common…
definition…
Is it merely process
improvement, doing more of
what we already do only
better, faster and cheaper
and under one umbrella
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Or should it result in
fundamental disruption of the way we work
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Perhaps it’s time to ask ourselves why
shared services isn’t a hotbed of
innovation.
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Look what we have going for us
Purview across the enterprise
Laboratory for business change
“Captive” market
Low expectations beyond cost reduction
Limited competition from providers with their own
challenges delivering innovation
But good shared
services delivery is
defined by NO!
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No uncertainty! — Manage risk
No disruption! — Maintain control
No noise! — Keep stakeholders happy
No customization! — Standardize
No red on the dashboard! — Meet service levels
No investment! — Do more with less
No new/different talent — Deploy what you have
No change! — There’s comfort in continuity
No mandate — Make it happen on your own
Not a recipe for
out of the box
thinking
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out of the box
thinking
out of the box
thinking
out of the box
thinking
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… which deters innovation
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Fear of unintended consequences
Unimaginative approach to talent
Control freakiness
First rate technology with second rate application
Obsession with managing every risk imaginable
Inability to think outside the box
Slavery to customer satisfaction
Lack of scale and scope
Rigid and intransigent service level agreements
The approach aka “all things to all people”
22
Barriers to innovation start the day we design shared services
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When we map processes… then only tweak them
When we take skills templates… then replicate them
When we say we need new capabilities… then make
rewarding loyalty the basis for hiring in the new organization
When we aim to create enterprise value… then sell our
customers on the same, better, faster and cheaper
When we decide the customer rules… then force them to
accept a one size fits all
When we say it’s all about the customer experience… then
hide behind service levels
When we say we want dramatic change… then strive for zero
defects
{
Start
Here
Better,
Faster,
Cheaper
Be a slave
to 6 SIGMA
What’s a
Shared Services
leader to do?
No
No
No
No
No
So what can we do about it?
{
So you want to be
innovative!!!
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How do you get
started
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personally
what innovation means for you
First, understand
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Moving out of your comfort zone Being willing
to fail … in an organization that accepts failure
embracing ambiguity Focusing on customer success
not satisfaction IMAGINING Accepting less
than zero defects Risking Your career
Obsessing about change Employing misfits
Destroying rank Thinking out of the box
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Then take out a clean sheet
of paper and list what
shared services could
look like
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Self service! (Most) everything is done on the web
Virtual Shared services centers go the way of the dinosaurs
Never satisfied customers Customers always demand change
Team of rock stars Talent is entrepreneurial
Technology first, then people Organization is designed based
on apps, not FTEs
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Data-based, not data bases Workflow delivers insights
Big sucking sound Navigators suck data from disparate sources
New relationships Manufacturers and retailers combine their
accounts payable
Social media-savvy Twitter or Chatter messages advise
customers of payment
Seat at the table Shared services leaders at the top of the house
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Develop a
Roadmap
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Incremental Improvement
Applied Innovation
Disruptive Innovation
Seizing the opportunity to make existing
functions/processes the best they can be
through simplification, new technology
Looking across the portfolio of
processes to apply improvements
to other functions/processes
Redefine the relationships between
functions/ processes and their
stakeholders/ customers
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2
3
Stages in a Shared Services Innovation Roadmap
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Modest Moderate Major
80%
18%
2%
70%
20%
10%
40%
45%
15%
Incremental Applied Disruptive
You get the innovation you plan for
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Rethink your
organization
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Flat
Deviant
Entrepreneurial
In-a-hurry
Dis-”loyal”
From the outside
Unusual backgrounds
Tech-savvy
Inter-generational
Team of Rock Stars
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Change your mindset
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Connect the dots in new ways
Create a shared services experience – design a vision for
new business delivery, rather than build a better mousetrap
Promote customer success rather than customer satisfaction
Embrace technology
Say what you stand for – create a shared services brand with
a vision
Earn the right to charge for your outcomes
Temper your expectations of career security
It starts with you
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Hide bound by deal SLAs
Factory approach
Falling margins limiting
investment
Not attractive to innovative talent
Lack of integration with the
business
Client resistance to gain-sharing
Focus on rules-based work
No Yes
Depth of experience
Commercial
Scale to leverage investment
Key to marketplace
differentiation
Greater agility
Ability to create aligned
compensation models
