Accenture Driving Hgh Performance Through Shared Services Accenture Capabilities Qualifications
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Transcript of Accenture Driving Hgh Performance Through Shared Services Accenture Capabilities Qualifications
7/31/2019 Accenture Driving Hgh Performance Through Shared Services Accenture Capabilities Qualifications
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Driving High Perormancethrough Shared ServicesAccenture Capabilities and Qualications
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Shared services has been prominent in the private sector ormore than 20 years. In act, more than 75 percent o Fortune 500
companies report having some orm o shared services—rom accounts payable services to ull business services
across fnance, human resources, supply chain, inormationtechnology and many other unctions. More recent adopters—
many public-service organizations—have also had greatsuccess with the shared services model. Organizations’
commitment to process excellence and the technological
advancements that continue to re-shape the way the worldworks have driven the shared services model’s remarkablegrowth so ar, and spur its trend o continued progression
across all industries.
Further advances in Enterprise
Resource Planning (ERP) systems,
contact management systems, the
Internet and other enabling technolo-
gies acilitate shared services byautomating activities, reducing excep-
tions and permitting service to be
delivered remotely. More organizations
than ever now see that shared services
not only works, but can work very well
indeed. But successul shared services
practitioners know that it takes much
more than technology to achieve the
true potential o shared services.
In a recent Accenture survey, less
than 10 percent o survey respondents
demonstrated shared services mastery.1
Masters demonstrate an ability to use
operating models, workorce manage-
ment techniques, technologies, and
industry-recognized leading practices
to achieve ambitious shared services
objectives. From this platorm o shared
services mastery, they can drive organ-izational high perormance—achieving
dramatically lower-cost operating
models, consistency in service,
sustainable business momentum and
strong market positioning that goes
beyond what is possible through
reengineering alone.
For the others, the potential o shared
services that lies beyond basic cost
reductions remains just out o reach.
These organizations stand on the edge
o a divide—separated rom the top
rewards o shared services by thorny
change management challenges that
impede their progress.
Not surprisingly, many organizations
may ask, “Is shared services worth
the eort?” Emphatically, yes. As
successul organizations have shown,
ully realized shared services may both
enable organizations’ survival during
economic downturns and position
them ahead o new opportunitiesor economic growth.2 With its vast
potential to impact both eciency
and eectiveness, shared services
continues to rise to the top o the
business agenda or organizations o
virtually every size, in every industry.
The pressure on organizations to create
additional value rom existing invest-
ments only adds urgency to the
quest or high perormance through
shared services.
The real question is what will it take
or organizations to stretch beyond the
limitations o shared services as they
currently know it?
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Experience. Proven experience acing
the potential issues and developing
the practical options to overcome
them. Proven experience nding
shared services value in inventive
ways that go beyond labor arbitrage.
Proven experience grasping the
immense possibility o shared services
as a platorm or organizational high
perormance. It is experience that ew
organizations can claim to have within
their own organizational boundaries.
It is the experience that comes rom
teaming with Accenture.
Accenture’s shared services experience
fows rom multiple sources, each o
which brings specic benets to our
clients. First, through our shared ser-
vices consulting, we continuously pushthe boundaries o what is possible
through shared services, building on
our numerous implementations to help
develop innovations with our clients.
Second, by running shared services
operations or many clients, we have
gained a better understanding o the
impact o what we design and deploy.
We also have access to the proven
tools we use within our outsourcing
operations to enrich the shared serv-
ices value proposition at every stageo the shared services liecycle. Finally,
by running our own internal shared
services organization at Accenture, we
understand the perspective o being
on the receiving end o shared services
unctions. In act, we oten use our
own internal shared services organiza-
tion as a testing ground or new ideas
beore bringing them to our clients.
Truly, we practice what we preach.
Accenture brings a proven ull-cycle
methodology that we adapt according
to our clients’ requirements and their
industry-specic context. We help
dene the strategic intent and value
proposition o our clients’ individual
shared services implementations. We
then help manage the process design,
organizational structure, enabling
technologies and changing respon-
sibilities across multiple aspects o
shared services—all needed to bring
their vision to ruition. We keep a ew
principles at the oreront: simpliy,
standardize and manage the change
to bring about technology integra-
tion, outstanding service delivery, a
substantially lower cost o operations
and, above all, high perormance.
Accenture understands the unda-mental importance and relevance o
aligning the shared services model
with the rest o the organization to
secure lasting benets. We begin by
helping clients determine i shared
services is the right option or them
and, i so, which unctions should move
to shared services. We help develop an
appropriate operating model or our
clients’ individual situations—whether
in-house, outsourced or a hybrid o the
two. By tapping into our experiencerunning shared services, we can also
help our clients dene the right culture
or their own shared services organiza-
tions. For those clients already oper-
ating shared services organizations but
aspiring to greater value, we can help
assess their existing centers’ perorm-
ance and apply Lean Six Sigma3 and
other rapid improvement methods that
aid in producing better results, oten
in a matter o weeks. And nally, or
those organizations already operating
shared services at near-peak perorm-
ance, we can help point the way to the
next level through bold strategy, smart
investment and a rigorous program o
continuous improvement.
A wealth o experience …and more
For more than 20 years, Accenture has
continuously pushed the boundarieso what the shared services operating
model has to oer. We help deliver
shared services programs that consis-
tently yield outstanding results. Our
clients come rom both the public
and private sectors and operate in a
broad range o industries—rom travel
services to biopharmaceuticals to
state government. These organizations
have teamed with us to help deliver
shared services solutions that enable
high perormance across their entireorganization.
With more than 500 shared services
projects to our credit, Accenture has
helped our clients collectively realize
more than US$600 million in annual
savings over the last ve years. Our
more than 15,000 shared services and
business process outsourcing proes-
sionals help transorm nance, human
resources, procurement, customer
relationship management, logisticsand IT management operations or
clients operating around the world.
Moreover, we augment our experience
with world-class assets, standardized
methods based on industry practices,
and a broad program o ongoing
research into the latest trends and
opportunities in shared services that
inorms our engagements.
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These include:
Accenture Shared Services Methods
Accenture’s shared services proes-
sionals have the ability to extract,
adapt and deploy relevant components
o Accenture’s proprietary methodolo-
gies within a specic client context
to optimize eectiveness where it
matters. Among these shared services
methods, we count change manage-
ment tools, operating model tools and
readiness/deployment tools—which
address the typically roughest elements
that shared services implementations
imply. Our shared services methods
and related tools have been captured
rom the collective thought leadership
and experiences o Accenture’s shared
services specialists around the globe.
Accenture Shared Services Business
Case Tool
The Accenture Shared Services
Business Case Tool guides our project
teams through the all-important
processes o conrming requirements,
designing business case models, popu-
lating the models and building a solid
case or change. One key component,
Accenture Benchmarking Solutions,
encompasses both a standardized data
collection tool and ormal metricson cost, headcount, quality, cycle
time and volume. It also includes an
extensive database o quantitative
inormation on companies o all sizes,
across a broad range o industries
and geographies. From a qualitative
perspective, Accenture Benchmarking
Solutions provides access to mastery
scales, industry practices and interview
guides, which can help generate highly
detailed benchmarking comparisons—
rom the planning phase through datacollection and results analysis.
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Accenture Benchmarking Solutions, in
combination with a number o other
support tools and external reerences,
makes the Accenture Shared Services
Business Case Tool invaluable or
generating a robust business case that
unctions as a touchstone throughout
the entire liecycle o the shared
services implementation.
Accenture Shared Services
Health Check
Accenture oers our clients an initial
shared services health check: a short,
ocused analysis o an established
shared service center, designed to
help identiy key opportunity areas,
construct an associated business case,
and map out the road to change or
our clients. Working with our clients,
in general, we can complete this initialhealth check in approximately six
to eight weeks (depending on depth
o analysis and other requirements),
with a ollow-on option to develop
an end-state vision and roadmap or
change in prioritized areas. We can
use the Shared Services Health Check
to help assess shared service centers
o any unctional type (e.g., nance,
human resources, procurement, etc.). In
addition, we can conduct an executive
version o the health check as part o arapid diagnostic or strategic purposes
at the highest levels o organizational
management.
Accenture Shared Services
Location Selection Tool
The Accenture Shared Services Loca-
tion Selection Tool gives project teams
access to a standard methodology
and database o predened criteria
and costs that can assist our clients
in making decisions about a shared
service center location. This tool
helps create analytical models that
compare location cost and suitability
data quickly and logically. As with all
o Accenture’s shared services assets
and methodologies, the Accenture
Shared Services Location Selection
Tool draws rom Accenture’s global
network and reach.
Bringing thebest o ourthinking toour clients andemployees
Accenture is committed to discovering
the keys that will unleash the poten-
tial o shared services. Our thought
leadership program combines the
insights and experience o our shared
services subject matter specialists
with an ongoing rigorous program o
ormal research. Our goal is to help
ensure that the best thinking on shared
services gets distilled, recorded and
disseminated to employees and clients
alike, and advances innovation andhigh perormance or the organizations
we serve.
Some o our more recent shared serv-
ices thought leadership topics include:
Achieving High Perormance through
Shared Services: Lessons rom the
Masters, which identies the char-
acteristics that set shared services
masters apart rom their peers, and
outlines the questions that enterprises
should be addressing as they ormulate
strategies to move their own shared
services organizations along the path
to high perormance.
Shared Services: Operating “Lean
and Mean” with Kaizen, which
demonstrates how applying the lean
production methods rom manuac-
turing to shared services can lead
to signicant reductions in cost and
response time.
Multi-unction Shared Services:Insights rom an Accenture Research
Study, which shows how both the
benets and challenges o multi-unction
shared services are even greater than
expected, and also highlights key
success actors in overcoming these
challenges.
Optimizing Shared Services
Perormance through Better Service
Management, which describes how
shared services success correlateswith the demonstrable adoption o
a complete service management
ramework.
Establishing Trust through a Well-
Defned Shared Services Governance
Framework, which explains how to
create a strong governance ramework
that will establish trust between
shared services organizations and
their customers, and so help maximize
shared services’ contribution to highperormance.
These publications, as well as several
other insightul Points o View about
shared services (and dozens more
on other topics related to achieving
high perormance) are available at
www.accenture.com .
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Let us helpyou reach oryour goals
Accenture works with our clients
in ways that range rom providingsubject matter advice to substantial
participation on targeted shared
services design, development and
implementation activities. No matter
the shape our involvement takes,
however, Accenture emphasizes
the importance o a collaborative
approach—one that balances myriad
issues o people, process and tech-
nology within the context o our
clients’ specic needs.
Accenture has been planning and
building shared services solutions
or more than 20 years. We have
deployed global multi-unction shared
services or our own business and
we run shared service centers or our
clients around the world. We under-
stand global trends through our High
Perormance Business research; weapply proven accelerators; we design
durable solutions rom the outset; and
we stand ready to help our clients get
the most out o their shared services
model. Implementing shared services
is no small task. However, with the
insight and experience o Accenture
to help span the pitalls, organizations
can eel condent reaching toward
the potential o shared services as an
enabler o high perormance.
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100% post-consumer bre
Copyright © 2010 Accenture
All rights reserved.
Accenture, its logo, and
High Perormance Delivered
are trademarks o Accenture.
This document makes reerence to
trademarks that may be owned by
others. The use o such trademarks
herein is not an assertion o ownership
o such trademarks by Accenture and
is not intended to represent or imply
existence o an association between
Accenture and the lawul owners o
such trademarks.
About Accenture
Accenture is a global management
consulting, technology services and
outsourcing company, with more than
176,000 people serving clients in
more than 120 countries. Combining
unparalleled experience, comprehensive
capabilities across all industries andbusiness unctions, and extensive
research on the world’s most successul
companies, Accenture collaborates
with clients to help them become
high-perormance businesses and
governments. The company generated
net revenues o US$21.58 billion or
the scal year ended Aug. 31, 2009. Its
home page is www.accenture.com.
To explore the potential o shared servicesor your organization, please contact us
Notes
1 Achieving High Perormance throughShared Services: Lessons rom the Masters.2009. Available: http://www.accenture.com/
Global/Consulting/Finance_and_Perormance_Mgmt/Finance_Operations/R_and_I/Achieving-Masters.htm
2 Ibid.
3 A set o tools, belies and a structuredramework that combines principles o both “Six Sigma” (which uses data to drivea disciplined approach that eliminatesdeects directly linked to bottom-lineresults) and “Lean” (which uses simple toolsand techniques to eliminate non-value
added steps and accelerate cycle time).Combining the advantages o the twoapproaches into “Lean Six Sigma” resultsin a powerul aid to eliminating waste andaccelerating process improvements.