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Sometimes the only thing “shared” about a Shared Services Organization is the name. Is your organization set-up for sustainable success? Learn about the four critical success factors for Shared Services and what happens when the client is not engaged in the transformation. In this interactive workshop, we combine small group work with synergistic plenary sessions to cover the nine key components of the Client Interaction Framework. This workshop is targeted at organizations with mature Shared Services or those who are just planning and launching. Participants will come away with an assessment tool that will enable them to review their own initiatives and develop a plan to close the gaps between their current state and leading practices.
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North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 1
DELIVERING THE PROMISE …
© Chazey Partners 2014
Shared Services & Outsourcing Week
Without Client Engagement…There is No Shared Services
March 12, 2014 | Orlando, FL
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 2
PHIL SEARLE CEO & FounderGlobal/AmericasTel: (408) [email protected]
Phil has more than 20 years of experience in Finance, Shared Services, Technology and Outsourcing. Prior to his current role, he was Group VP and CFO of Cendant TDS International, which encompassed all areas of Finance across four continents, including Decision Support, Financial Planning & Analysis, Controllership and Financial plus certain HR Shared Services.
Phil was granted O1 visa status by the US government in 2008 which resulted in him gaining accelerated Green Card status in 2009 through the “Extraordinary Ability” classification. This classification is for “ability…demonstrated by sustained national or international acclaim” and was based on Phil’s unique experience in Shared Services and Outsourcing. Phil also was issued a C10 visa by the Canadian federal government in 2010; this visa is only granted where there is “significant benefit to Canada" [R205(a) CEC C10].
Phil is a Chartered Accountant and has a BA Honors Degree in Economics from the University of Exeter. He is a member of Financial Executives International (FEI).
CHAS MOOREManaging DirectorCanadaTel: (250) [email protected]
Chas has 19 years of experience in business leadership, management and Shared Services implementations. He leverages his extensive experience in healthcare and industry to help teams innovate effective and realistic solutions for complex industries. Prior to his recent assignments he was the Interior Health Business Support Director for Corporate Initiatives leading Shared Services implementations involving the Canadian healthcare sector. Prior to the formation of Interior Health, Chas was the CFO of one of the 18 predecessor organizations.
In addition to his Canadian assignments, Chas provides subject matter and technical expertise to American clients and holds a US work visa. He has extensive experience in project management, business case development, mentoring & coaching, and public speaking, including facilitation at several international Shared Services events.
Chas is a Chartered Professional Accountant, Chartered Accountant, and has a BSc Degree in Microbiology from the University of British Columbia.
Your SpeakersGRANT FARRELLManaging DirectorUnited StatesTel: (408) [email protected]
Grant has over 20 years of experience in finance, Shared Services and technology implementations. He has managed change programs on the back of Shared Service implementations, significantly reducing the cost base, enhancing controls and service levels. Prior to his recent assignments he was the Shared Service Controller for Interpublic. Prior to Interpublic, Grant was the European Operations director for McGraw-Hill, where he was responsible for the set-up and subsequent running of the European Shared Service Centre.
Grant is well suited to strategic planning and set-up, but is equally at home focusing on daily operational issues, managing staff at all levels and ensuring a high-level of customer service. He is a recognized thought leader, holds work visas for both US and Canada, and has spoken at numerous international events, including SSC training courses in Shanghai and Kuala Lumpur.
Grant is a Chartered Accountant and has a BSc Honours Degree in Engineering from the University of Nottingham.
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 3
Purpose of this WorkshopWithout Client Engagement There is No Shared ServicesSometimes the only thing “shared” about a Shared Services Organization is the name.Is your organization set-up for really sustainable success? Learn about the four critical success factors for Shared Services, and what happens when supporting the client is not really at the heart of the operation. In this interactive workshop, we combine small group work with synergistic plenary sessions to cover the nine key components of the Client Interaction Framework. This workshop is valuable both to Shared Services organizations just planning and launching and to those more mature SSOs that want to ensure that they have this Client Interaction Framework in place.Participants will come away with an assessment tool that will enable them to review their own initiatives and develop a plan to close the gaps between their current state and leading practices.
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 4
Chazey Partners Profile
Shared Services Concepts
Critical Success Factors
Client Interaction Framework (CIF)
Example CIF Assessments
Agenda
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 5
Critical Success Factors
Client Interaction Framework (CIF)
Example CIF Assessments
Agenda
Shared Services Concepts
Chazey Partners Profile
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 6
Chazey Partners is a practitioners-led global management advisory business. We bring together a unique wealth of experience, empowering our clients to strive for world class excellence through
Business Transformation, Shared Services & Outsourcing and Technology Enablement
We have operationally delivered and consulted on numerous programs globally, over the last 20 years, in the US, Canada, Latin America, UK, Ireland, Continental Europe, India, Singapore, Australia, China, Middle East and Africa
Our end-to-end capability offers advice, guidance and implementation expertise, covering strategy setting and business case production, program management, implementation and process optimization
Who We Are · Overview
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 7
Who We Are · Services Portfolio
FINANCE & ACCOUNTING●
HUMAN RESOURCES●
INFORMATION TECHNOLOGY
●PROCUREMENT
● TRAVEL & EXPENSES
●CONTACT CENTRES
Expertise In Public Sector & Private Sector
INVENTORY & LOGISTICS●
STAT & TAX COMPLIANCE●
SUPPLY CHAIN ●
LEGAL SERVICES●
FACILITIES MANAGEMENT●
MARKETING BACKOFFICE
BUSINESS TRANSFORMATION
−SHARED SERVICES & OUTSOURCING
−TECHNOLOGY ENABLEMENT
−OPERATION EMPOWERMENT
−CHANGE MANAGEMENT
−LEAN SIX SIGMA
Functional Breadth of Experience
Other Supporting Services
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 8
Why Chazey Partners · Uniqueness
Effective Diagnostics & Unique Methodology
Hands-On Approach of Seasoned Practitioners
Exceptional Project Payback
Having “lived and breathed“ a great number of projects, we understand what it takes to be successful. Our hands-on, partnership driven, approach forms the cornerstone of our practice
Independent of Other ProvidersOur solutions are unbiased and personalised, and are coupled with our value enriching thought-leadership
Blending more than two decades of experience to create a unique diagnostic based methodology. This allows us to identify critical gaps, strength quotient, and materialize feasible opportunities
Liberating budget for core services, driving highly competitive ROI, and compelling transformation timelines
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 9
Global Reach · Local Expertise
GLOBAL REACH As one of the world’s leading niche management consultancy firms specialised in Shared Services & Outsourcing, we have offices located in nine major countries around the world, including USA, Canada, Argentina, Mexico, UK, Ireland, Cyprus, Singapore, and South Africa.
LOCAL EXPERTISEHands-on experience in 100+ countries, influenced key industry practices in diversified fields.
Our Leadership Team Exemplifies The Combined Value Of Global Reach And Local Expertise
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 10
Who We Have Worked With
OUR CLIENTS
WHERE HAVE WE COME FROM
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 11
Chazey Partners Profile
Shared Services Concepts
Critical Success Factors
Client Interaction Framework (CIF)
Example CIF Assessments
Agenda
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 12
What Exactly is Shared Services?Shared Services
…is the organisation that provides non-core Services to the “business”, employing a specialist team, geographically unconstrained, and focusing on the requirements of the internal customer/client. This involves a philosophy and approach totally unlike traditional “corporate”-driven centralisation.
The goal of Shared Services is to provide high quality, non-core, but mission critical, services (which can include both repetitive common processes and more specialized professional services) to the business at lower cost and more efficiently than the business could otherwise provide for itself.
Shared Services achieves cost savings and higher quality of service by leveraging organizational re-alignment, economies of scale, technology, lower cost locations, standardized end-to-end processes and best practice.
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 13
Structures have Benefits & Challenges
Remote from business
Unresponsive and inflexible
No Business/ Operational control over costs
Viewed as central overhead
Prevalence of shadow operations
Centralized
Challenges Disparate
processes Multiple
standards Duplication
of effort Different
control environments
High cost and costs unclear across the business
Not scalable
Decentralized
Challenges Responsive
to Business and Operational needs
Business/ Operations control decisions
Customized solutions to meet Business/ Operational requirements
Benefits Shared Highly client
focused Commercially
driven Service
Partnership Agreements
Clear unit costs
Flexible delivery
Clear understanding of drivers and activities
Common systems and support
Consistent standards and controls
Tight control environment
Economies of scale
Benefits
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 14
ATTRIBUTE SHARED SERVICES CENTRALIZATION
Accountability Business Unit Corporate
Key Performance Target
Service excellence and continuous improvement
Cost reduction and central control
Service Partnership Agreements
Widespread Rare
Classification An independent unit
Another corporate function
Responsibility Partnership Demarcation
Shared Services vs. Centralization
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 15
Chazey Partners Profile
Shared Services Concepts
Client Interaction Framework (CIF)
Example CIF Assessments
Agenda
Critical Success Factors
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 16
Client• Service orientation in place• Structured way of dealing with customers• Customer satisfaction levels understood• SPAs in place • Reality versus perception• Account management
Process• Processes documented• Standardized, controlled & repeatable activity• Recharging methodology• Benchmarking – internal/external• Metrics: Control Based; (ii) Efficiency &
Effectiveness
Technology• ERP implemented• Document Scanning Solution• Workflow• Automated Payments• Elimination of Side Systems• Self services tools• Automated Score Cards
People• Skilled Leadership in place – do not compromise on
competencies• Team shape & stability – process shaped/spans of
control/staff – perm v temps• Team members – culture, values & behavioral competencies
assessed • Team morale, reward & retention• Working environment conducive to team working
CRITICAL SUCCESS FACTORS
Typical Transformation Focus: Technology & Process,sometimes on the People …but Client-focus is missing
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 17
Corporatization/Centralization:• Users of service must accept
corporate direction• Cost containment is prioritized
over performance
Transformed Shared Services:• If consumers of service are unhappy,
they’ll leave• Performance is prioritized over cost
containment
No Customer, No TransformationScenario: “Management decides to reduce the hours of their help desk for their information technology services.” What are the key drivers behind the decision?
If your organization is not focused on the client, you either:Do not have Will nottransformed or have transformation
Shared Services for long (it will fail)
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 18
Exercise: Share your Biggest Irritants
1. Introduce yourself at your tables
30 Seconds eachName, Role, Stage of Shared Services (planning, building, new, mature)
2. Share your biggest irritant
30 Seconds eachFrom perspective of• Provider• Client
3. Discuss at your tables
5 MinutesChoose 2 or 3 of irritantsLink back to critical success factors• Technology• Process• People• Client
4. Report out
5 MinutesThree tables will be selected to report out to room on themes
Issues/concerns that you are
currently problem solving
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 19
Without CIF• Lack clarity on who does what• “Perception versus reality”• Focus is on negative aspects of
service delivery• One-way traffic without traction• Strained client relationships• Not proactive; takes effort to
maintain morale• Takes emphasis away from
customer service
With CIF• Outward looking and proactive• Client-orientated• Deliver to pre-defined standards of
service to meet agreed client needs• Accountable and measured, using
metrics and KPIs• Drive cost of service towards a
world-class standard• Active management of client
relationships
Through a formal framework: The Client Interaction Framework (CIF) distinguishes a leading practices Shared Services from a simple act of centralization and drives a spirit of partnership between the SSO, its clients, and all key stakeholders
How to Achieve Client Engagement?
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 20
The same service characterisic can be seen as an improvement or loss, It depends on your perspective
To shape and influence this perspective, you need to a structured way tomanage your client relationships: the Client Interaction Framework
Intangibles are as Important as Tangibles
What is potentially better:• Cost savings• Standardized processes• Controllership• Common system• Consistent process metrics• Accessibility and quality of information• Customer service management• Quality in the process
What is potentially worse:• Slow response and recovery• Inflexibility• Risk of client working for SSO• Lost decision rights• Additional bureaucracy• Disconnection from the business• Lack of local personal support• Local desire to “touch everything”
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 21
Looking for Three Volunteers…
• Next part of workshop covers the Client Interaction Framework and Assessment Tool• Using live examples will help explain the tool and make it more interesting
• Ideal volunteers• Have an existing Shared Services Organization (SSO)• Have been in operation long enough for some big irritants to become apparent• Willing to share and talk about their experiences
Irritants• Volunteers disclose
their 1 or 2 big irritants
CIF• We introduce the
nine elements
Assessment• Each element
includes five yes/no questions
• Score out of 5
Debrief• Chart assessment• Identify any linkages
between assessment and irritants
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 22
Chazey Partners Profile
Shared Services Concepts
Example CIF Assessments
Agenda
Client Interaction Framework (CIF)
Critical Success Factors
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 23
Client Interaction Framework
Account Management• SSO to client; via reporting,
interaction, escalation & communication
Client Contact Management• Client to SSO; to manage
and resolve queries and drive learning/improvement
Service Partnership Agreements• SPAs are 2-way agreements
clarifying both SSO services and client inputs
Client Feedback• Client satisfaction
continuously monitored both informally and formally
Continuous Improvement• Mechanisms to identify the
areas for improvement and to develop solutions
Process Control Database• Documents end-to-end SSO
processes; highlights activity of both SSO & client
Performance Measurement• Comprehensive KPIs,
measures and metrics framework, SSO & client
Performance Reporting• Process performance will be
reviewed monthly by SSO and client
Recharging Methodology• Define basis for charging for
SSO services to turn consumers into clients
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 24
Client Interaction Framework
Account Management• SSO to client; via reporting,
interaction, escalation & communication
Client Contact Management• Client to SSO; to manage
and resolve queries and drive learning/improvement
Service Partnership Agreements• SPAs are 2-way agreements
clarifying both SSO services and client inputs
Client Feedback• Client satisfaction
continuously monitored both informally and formally
Continuous Improvement• Mechanisms to identify the
areas for improvement and to develop solutions
Process Control Database• Documents end-to-end SSO
processes; highlights activity of both SSO & client
Performance Measurement• Comprehensive KPIs,
measures and metrics framework, SSO & client
Performance Reporting• Process performance will be
reviewed monthly by SSO and client
Recharging Methodology• Define basis for charging for
SSO services to turn consumers into clients
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 25
…is not involved in bulk of transactionsthat flow directly to SSO
…acts asescalation point
…acts as the “voiceof the client”
Responsible for Facilitating Successful Client Relationships
Account Management
…meets regularly with clientin addition to informaland adhoc dialogue
…collaborates and drives process improvement
“How operations needs to support service delivery”
“What service needs to be delivered”
…conducts service expectation discussions
Client Shared Service
Account Management…
Account Management
…helps establish andmanage Client Interaction
Framework
…fosters dialoguewith fact-based
analysis & reporting
...effectively manages transparency and process
compliance
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 26
CIF Assessment
Your Organization’s Account Management Function is: Yes No
1. Proactive and transparent through regular client meetings, communication, and reporting
2. Formally documented in job descriptions, organization charts and agreements
3. A dedicated function with one or more full-time employees
4. Independent of service provision
5. Described by both clients and providers as effectively representing the “voice of the client”
Account Management
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 27
Client Interaction Framework
Account Management• SSO to client; via reporting,
interaction, escalation & communication
Client Contact Management• Client to SSO; to manage
and resolve queries and drive learning/improvement
Service Partnership Agreements• SPAs are 2-way agreements
clarifying both SSO services and client inputs
Client Feedback• Client satisfaction
continuously monitored both informally and formally
Continuous Improvement• Mechanisms to identify the
areas for improvement and to develop solutions
Process Control Database• Documents end-to-end SSO
processes; highlights activity of both SSO & client
Performance Measurement• Comprehensive KPIs,
measures and metrics framework, SSO & client
Performance Reporting• Process performance will be
reviewed monthly by SSO and client
Recharging Methodology• Define basis for charging for
SSO services to turn consumers into clients
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 28
Transaction Processing
Call Centre
OnlineQuery
Function
OnlineShopping
Cart
Purchase Cards
ElectronicData
Interchange
ElectronicAuthorizations
Online PortalsDirect DeliveryOf Mail
Client Contact Management defines how regular/daily interactions with clients are managed, how they contact the SSO to request service, and also how requests are managed to completion
Client Contact Management Funnel Approach
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 29
Your Organization’s Client Contact Management: Yes No
1. Is designed on the funnel approach
2. Can handle multiple types (transaction, information, query) and channels of requests (web, phone, email, meetings)
3. Each request is captured, routed, acted upon, monitored and resolved
4. Is enabled through case management software and a structured telephony solution
5. Is supported by an organizational structure that separates client contact management from transaction processing
Client Contact Management CIF Assessment
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 30
Client Interaction Framework
Account Management• SSO to client; via reporting,
interaction, escalation & communication
Client Contact Management• Client to SSO; to manage
and resolve queries and drive learning/improvement
Service Partnership Agreements• SPAs are 2-way agreements
clarifying both SSO services and client inputs
Client Feedback• Client satisfaction
continuously monitored both informally and formally
Continuous Improvement• Mechanisms to identify the
areas for improvement and to develop solutions
Process Control Database• Documents end-to-end SSO
processes; highlights activity of both SSO & client
Performance Measurement• Comprehensive KPIs,
measures and metrics framework, SSO & client
Performance Reporting• Process performance will be
reviewed monthly by SSO and client
Recharging Methodology• Define basis for charging for
SSO services to turn consumers into clients
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 31
Service Partnership Agreement Different from SLAs
DirectionTypically one-way outlining SSO services & cost to client
Bi-directional outlining SSO & client responsibilities in service provision
Service itemsCatalogue of services that can be purchased by clients
End-to-end breakdown of service by process, showing ownership (whether
client, corporate or SSO)
DevelopmentCan be inflexible & imposed; often presented to clients near go-live
Negotiated & agreed between clients and providers; developed during
Design & Build phases
LanguageLegal/contractual language Includes legal/contractual language and guide to operating business
KPIsSometimes Negotiated & agreed
How UsedGenerally avoid invoking SLAs as use indicates contractual/legal issue
SPAs used regularly to enhance understanding & drive process
improvement
Service Level Agreements (SLAs) Service Partnership Agreements (SPAs)
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 32
Your Organization’s Service Partnership Agreements : Yes No
1. Document the services, service levels, escalation procedures and process ownership
2. Are two-way agreements covering responsibilities of the provider and client, input & output KPIs, and process ownership
3. Are agreements that were negotiated and agreed with the SSO, client and Corporate
4. Are effective agreements that truly describe the actual service levels, targets and processes, and are updated regularly
5. Foster a sense of partnership and teamwork between the SSO and client
Service Partnership Agreement CIF Assessment
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 33
Client Interaction Framework
Account Management• SSO to client; via reporting,
interaction, escalation & communication
Client Contact Management• Client to SSO; to manage
and resolve queries and drive learning/improvement
Service Partnership Agreements• SPAs are 2-way agreements
clarifying both SSO services and client inputs
Client Feedback• Client satisfaction
continuously monitored both informally and formally
Continuous Improvement• Mechanisms to identify the
areas for improvement and to develop solutions
Process Control Database• Documents end-to-end SSO
processes; highlights activity of both SSO & client
Performance Measurement• Comprehensive KPIs,
measures and metrics framework, SSO & client
Performance Reporting• Process performance will be
reviewed monthly by SSO and client
Recharging Methodology• Define basis for charging for
SSO services to turn consumers into clients
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 34
ClientFeedback Communication Mechanism
Regional Client Forum
(monthly)
Strategic Review Forum
(quarterly)
Internal Client
Survey (bi-annual)
External Client/Supplier
Survey (Annual)
Regular Client Calls
(weekly)
Be clear on your purpose/intent and use
the right type of communication
(remember the 3 C’s):
Communication you own message, generally one-way
information transfer
Consultation recipient can
influence/impact message, but you have veto
Collaboration you do not control final
result
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 35
Your Organization’s Client Feedback: Yes No
1. Uses multiple channels of communication, including regular calls, forums and surveys
2. Is tracked, mitigated and acted upon
3. Helps drives your continuous improvement process
4. Has a high rate of participation
5. Is an important consideration in strategic planning & reviews
ClientFeedback CIF Assessment
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 36
Client Interaction Framework
Account Management• SSO to client; via reporting,
interaction, escalation & communication
Client Contact Management• Client to SSO; to manage
and resolve queries and drive learning/improvement
Service Partnership Agreements• SPAs are 2-way agreements
clarifying both SSO services and client inputs
Client Feedback• Client satisfaction
continuously monitored both informally and formally
Continuous Improvement• Mechanisms to identify the
areas for improvement and to develop solutions
Process Control Database• Documents end-to-end SSO
processes; highlights activity of both SSO & client
Performance Measurement• Comprehensive KPIs,
measures and metrics framework, SSO & client
Performance Reporting• Process performance will be
reviewed monthly by SSO and client
Recharging Methodology• Define basis for charging for
SSO services to turn consumers into clients
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 37
Process Control Database
Service Offerings List is incorporated into Service Partnership Agreement and identifies:• Respective responsibilities of SSO and Department/Corporate• Department deviations from standard services
Detailed Service Offerings
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 38
Your Organization’s Process Control Database: Yes No
1. Provides a detailed list of service offerings
2. Indicates responsibility of SSO, client and Corporate, using table format, swim lane process flows and narrative
3. Documents any Department deviations from standard practice
4. Is included in the Service Partnership Agreement
5. Contains effective service listings that truly describe the actual services and activities, and is updated regularly
Process Control Database CIF Assessment
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 39
Client Interaction Framework
Account Management• SSO to client; via reporting,
interaction, escalation & communication
Client Contact Management• Client to SSO; to manage
and resolve queries and drive learning/improvement
Service Partnership Agreements• SPAs are 2-way agreements
clarifying both SSO services and client inputs
Client Feedback• Client satisfaction
continuously monitored both informally and formally
Continuous Improvement• Mechanisms to identify the
areas for improvement and to develop solutions
Process Control Database• Documents end-to-end SSO
processes; highlights activity of both SSO & client
Performance Measurement• Comprehensive KPIs,
measures and metrics framework, SSO & client
Performance Reporting• Process performance will be
reviewed monthly by SSO and client
Recharging Methodology• Define basis for charging for
SSO services to turn consumers into clients
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 40
Performance Measurement Performance Measurement Framework
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 41
Your Organization’s Performance Measurement: Yes No
1. Includes input, operational, and output KPIs
2. Links KPIs to strategic goals and cascades strategic KPIs to operational/output KPIs then to individuals KPIs
3. Was negotiated and agreed with the client and departments
4. Includes targets for current and future operations, comparisons to external benchmarks, and a process to refresh
5. Includes key exception indicators to go after exceptions/defects in processes and drive continuous improvement
Performance Measurement CIF Assessment
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 42
Client Interaction Framework
Account Management• SSO to client; via reporting,
interaction, escalation & communication
Client Contact Management• Client to SSO; to manage
and resolve queries and drive learning/improvement
Service Partnership Agreements• SPAs are 2-way agreements
clarifying both SSO services and client inputs
Client Feedback• Client satisfaction
continuously monitored both informally and formally
Continuous Improvement• Mechanisms to identify the
areas for improvement and to develop solutions
Process Control Database• Documents end-to-end SSO
processes; highlights activity of both SSO & client
Performance Measurement• Comprehensive KPIs,
measures and metrics framework, SSO & client
Performance Reporting• Process performance will be
reviewed monthly by SSO and client
Recharging Methodology• Define basis for charging for
SSO services to turn consumers into clients
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 43
Performance Reporting Monthly Reporting Contents
• Achievements past period• Initiatives for next periods• Other commentary: main risks and issues, improvement
activities, high-level summary of KPIs
Performance Commentary
• Output and inputs KPIs• Selection of operational KPIs• Department specific KPIs• Root cause and effect analysis
Key Performance Indicators
• Process improvement overview• Adhoc services delivered• Risks and issues• Service incidents• Backlogs
Appendices
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 44
Your Organization’s Performance Reporting: Yes No
1. Is prepared at least monthly
2. Is distributed to providers, clients, executive and stakeholders
3. Reflects reality today and is considered an effective tool by providers, clients, executive and stakeholders
4. Is enabled by technology to minimize/eliminate manual data collection
5. Drives discussion, follow up and action
Performance Reporting CIF Assessment
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 45
Client Interaction Framework
Account Management• SSO to client; via reporting,
interaction, escalation & communication
Client Contact Management• Client to SSO; to manage
and resolve queries and drive learning/improvement
Service Partnership Agreements• SPAs are 2-way agreements
clarifying both SSO services and client inputs
Client Feedback• Client satisfaction
continuously monitored both informally and formally
Continuous Improvement• Mechanisms to identify the
areas for improvement and to develop solutions
Process Control Database• Documents end-to-end SSO
processes; highlights activity of both SSO & client
Performance Measurement• Comprehensive KPIs,
measures and metrics framework, SSO & client
Performance Reporting• Process performance will be
reviewed monthly by SSO and client
Recharging Methodology• Define basis for charging for
SSO services to turn consumers into clients
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 46
The implementation of an equitable recharging methodology to recover operating costs enables the SSO to operate as an independent business and
encourages better behaviour throughout the organization
46
Recharging Methodology Influence Behavior
SIMPLEAvoid very complex time collection and billing
systems
VISIBLESufficiently detailed metrics and billing so
critical cost elements are understood
FLEXIBLEEmbed flexibility to account for variations in
business requirements
FAIREnsure fairness for each client involved and
SSO
FOSTERS CONTINUOUS IMPROVEMENT
Encourage better business practice through the chargeback mechanism
Recharging methodology critical success factors:
Not one-size-fits-all; consider: cost per transaction, variable cost based on complexity/non-standard service, allocation of historical, future or actual
costs, initial moratorium, availability of baseline funding
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Your Organization’s Recharging Methodology: Yes No
1. Was implemented when operations were stable
2. Exists and is applied at regular, predictable intervals.
3. Is enabled by technology to minimize/eliminate manual data collection/reporting/analysis
4. Drives positive results by linking actual behaviors of clients to the costs shown in their respective operating statements
5. Is simple, visible, flexible, and is considered fair by clients, providers, executive and stakeholders
Recharging Methodology CIF Assessment
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Client Interaction Framework
Account Management• SSO to client; via reporting,
interaction, escalation & communication
Client Contact Management• Client to SSO; to manage
and resolve queries and drive learning/improvement
Service Partnership Agreements• SPAs are 2-way agreements
clarifying both SSO services and client inputs
Client Feedback• Client satisfaction
continuously monitored both informally and formally
Continuous Improvement• Mechanisms to identify the
areas for improvement and to develop solutions
Process Control Database• Documents end-to-end SSO
processes; highlights activity of both SSO & client
Performance Measurement• Comprehensive KPIs,
measures and metrics framework, SSO & client
Performance Reporting• Process performance will be
reviewed monthly by SSO and client
Recharging Methodology• Define basis for charging for
SSO services to turn consumers into clients
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 49
Continuous Improvement Driven by All CIF Elements
Recharging MethodologyPerformance
Reporting
Performance Measurement
Process Control Database
ClientFeedback
Client Contact Management
Service Partnership Agreement
Account Management
Culture ofContinuous
Improvement
What issues are being escalated?
Achieving targets for volumes by type?
Continues to reflect reality and is effective?
Captures exceptions? Any need to realign?
Any complaints? Are we driving positive behaviors?Are we discussing,
following up and acting?
Do KPIs or targets need to be adjusted?
What are our clients telling us?
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 50
Your Organization’s Continuous Improvement Function: Yes No
1. Is driven by feedback from multiple channels that gathers both hard and soft data
2. Formally documented in job descriptions, organization charts and agreements
3. A dedicated function with one or more full-time employees
4. Leverages a formal process that includes phases for planning, implementing and evaluating the improvement
5. Described by both clients and providers as being transparent, effective and accountable
Continuous Improvement CIF Assessment
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 51
Client Interaction Framework
Account Management• SSO to client; via reporting,
interaction, escalation & communication
Client Contact Management• Client to SSO; to manage
and resolve queries and drive learning/improvement
Service Partnership Agreements• SPAs are 2-way agreements
clarifying both SSO services and client inputs
Client Feedback• Client satisfaction
continuously monitored both informally and formally
Continuous Improvement• Mechanisms to identify the
areas for improvement and to develop solutions
Process Control Database• Documents end-to-end SSO
processes; highlights activity of both SSO & client
Performance Measurement• Comprehensive KPIs,
measures and metrics framework, SSO & client
Performance Reporting• Process performance will be
reviewed monthly by SSO and client
Recharging Methodology• Define basis for charging for
SSO services to turn consumers into clients
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 52
Example CIF Assessments
Agenda
Chazey Partners Profile
Shared Services Concepts
Critical Success Factors
Client Interaction Framework (CIF)
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 53
CIF Assessment: Volunteer 1
Account Management
Client Contact Management
Service Partnership Agreements
Client Feedback
Continuous ImprovementProcess Control Database
Performance Measurement
Performance Reporting
Recharging Methodology
0
5
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 54
CIF Assessment: Volunteer 2
Account Management
Client Contact Management
Service Partnership Agreements
Client Feedback
Continuous ImprovementProcess Control Database
Performance Measurement
Performance Reporting
Recharging Methodology
0
2
4
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 55
CIF Assessment: Volunteer 3
Account Management
Client Contact Management
Service Partnership Agreements
Client Feedback
Continuous ImprovementProcess Control Database
Performance Measurement
Performance Reporting
Recharging Methodology
0
5
North America | Latin America | Europe | Middle East | Africa | AsiaNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 56
Top Three Takeaways
1. Without client engagement, there is no Shared Services
2. You need a structured, proactive approach to manage the client relationship
3. Benchmark your client interaction using our free, online assessment tool at www.chazeypartners.com Leverage our Experience
for Your Success
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Got CIF?
Go to www.chazeypartners.com/cif and complete the Client Interaction Framework (CIF) Self-Assessment
Obtain your free report and access to resourcesRemember that without client engagement, there is no
Shared Services
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