Transitioning to shared services

TRANSITIONING TO SHARED SERVICES

Designing a Change Strategy that enables success from Day One. Prepared by

Don Holley

Managing Director

Mindset Group

Released 6 December, 2012 Mindset Group Sydney | Phone +61 (0)2 8905 0745 Melbourne | Phone +61 (0)3 9621 2283

2 Transitioning to Shared Services: Designing a Change Strategy that enables success from Day One

SHARED SERVICES: WIIFM?

Shared services refers to the provision of a service by one part of an organisation

or group where that service had previously been found in more than one part of

the organisation or group.

Typically organisations may choose to adopt a shared service approach across

one or more functions that are duplicated within different entities / divisions of

the company such as Human Resources, Information Technology, Finance, Legal

and Purchasing. With the sharing of such services across multiple entities within

an organisation / group, the expectation is that the business benefits by reducing

operational costs, process efficiency, timely access to information, governance,

consistency and quality of service.

In today’s market both global and local markets are highly competitive and with

the rise of inorganic growth (through acquisition) across the globe, organisations

are constantly on the search for solutions to improve their operational efficiency.

This is where Shared Services can be seen to drive cost benefits and operational

excellence in a consistent measure across an entire organisation via the

standardisation of processes, systems, etc., and leveraging the size of the entire

organisation for economies of scale.

The risk with moving to a shared service is the thinking that designing and

implementing the solution is simple, and that companies can just ‘morph’ into the

new state of being – of sharing. Anyone looking at a children’s playground can

easily see that sharing is not always so simple, and adults are no better. Moving

to a shared service is fundamentally ‘transforming’ your internal back-of-house

functions and therefore requires a change strategy that allows your organisation

to design for success from Day One.

This paper is adapted from the Mindset change methodology and will provide

useful insights in driving change as opposed to simply managing a project. Our

view is that it should be equally helpful to those starting the journey as it is to

those who have commenced the journey but are experiencing gaps in their

execution.

“The risk with moving to a shared service is the thinking that designing and implementing the solution is simple, and that companies can just ‘morph’ into the new state of being – of ‘sharing’. Anyone looking at a children’s playground can easily see that sharing is not always so simple.”

http://www.mindsetgroup.biz/Transformation/about_transformation


A ‘BALANCED’ APPROACH TO IMPLEMENTING

SHARED SERVICES

The balanced scorecard concept is a strategic planning and management

framework that is widely applicable to organisations regardless of size or type of

business. The methodology, extensively used in business and industry,

government, and non-profit organisations worldwide;

» facilitates the development and ongoing review of an organisation’s

vision and strategy,

» provides a method of aligning the organisation’s business activities

with that strategy,

» improves the organisation’s internal and external communications,

and

» allows the organisation to monitor its performance against its

strategic goals.

A central component of the methodology is a management

‘scorecard’ that focuses on all of the important aspects of an organisation’s

performance as well as its short term financial performance. It is considered

balanced because it not

only measures outputs of the organisation, such as customer satisfaction and

financial performance, but considers key organisational inputs such as learning &

knowledge management and critical processes that deliver the end value to the

customer.

At Mindset we have applied the same methodology to how change

management underpins the successful execution of shared services. Research by

SSON indicates two of the key mistakes made by firms when implementing

shared services is a lack of measurement and monitoring. Mindset has created a

framework to monitor and measure the successful transition to shared services by

applying best practice change management principals. Key to this are:

1. Understanding how the organisation learns, shares knowledge, gathers

information and manages performance.

2. Tailoring the change management approach accordingly.

3. Defining what constitutes key value for the most critical and often overlooked

stakeholder- the customer.

4. Developing measures that keep all parties focused on achieving the desired

benefits of the shared service.

Figure 1 outlines a strategy map that can be used to provide a more holistic view

of your move to shared services. Whilst we do not promote a one size fits all

approach with our clients and customise scorecards accordingly, many of the

components of the model are universal and, if considered, will likely result in a

smoother transition to shared services or better performance from your existing

SSO.


FIGURE 1: SAMPLE SHARED SERVICE STRATEGY

Now let’s use this framework to discuss what things you may want to consider in

making a successful transition to shared services. It is not designed to be an

exhaustive list or explanation but rather to stimulate your thinking and provide an

overall mindset for your approach.


1. THE FOUNDATION: LEARNING PERSPECTIVE

Designing the best change management approach for your organisation to

move to shared services requires a robust understanding of how your

organisation actually works. This is not to say this is how you want it to continue to

work, but underestimating the shift required can often lead to painful and costly

delays.

Even if this is an entirely new organisation and you have an opportunity to build

the sort of teams and culture that you want, a proverbial blank canvas; all too

often challenges such as loss of control, lack of trust, poor form in the change

management area outside of the actual organisation you are creating, make it

difficult for you to succeed.

Let’s now consider some of these in turn.

1.1. FUTURE STATE, VISION & CONTEXT

You may have heard the saying, “a plan without a vision is drudgery but a plan

and a vision can change the world.” Getting your organisation excited about

cost reduction and increased productivity can be hard work and to build a

compelling business case you need to be able to answer the following questions:

» How does a shared service model fit in with your broader

organisational vision?

» What’s happening in your Industry that makes this an essential part of

the future of your organisation?

» What’s your vision for what a transition to shared services will achieve

for your organisation and how does it align to the organisational picture of

the future.

» From a learning perspective, what do we know about the context in

which the organisation will operate in three to five years time?

» What is the rate of change in the industry?

This knowledge is critical to designing the most effective change approach. In

addition, as shared services evolve in an organisation, the services provided

often grow and the services area finds themselves in reactive mode. Knowing

where you are going may avoid some confusion along the journey.

A clearly articulated vision that is understood and promoted by your executive

management team will help you to engage the commitment of your employees

across the organisation. People can make or break your business, and the fear of

the unknown or misunderstood can be lethal. Visioning workshops can be a

great way to bring clarity to this and get buy in at all levels.

1.2. INTERNAL CHANGE CAPABILITY

For many organisations in today’s world, change has been the new norm for

some time. Yet, why it is that change management or leadership is often lacking

“People can make or break your business, and the fear of the unknown or misunderstood can be lethal.”


the capability and understanding of what it takes to drive change successfully?

What mistakes have been made in the past and what has been learnt?

Whilst you may need to engage third party consultants to help design and

execute your Shared Service strategy, for sustainability of business results it is

important that you also develop internal change capability within your leaders.

This will allow them to mentor and coach their employees (old and new) on how

to move from old behaviours and skillsets and develop capability that is closer

aligned with the future business strategy and value proposition. It can also

include an understanding of your change methodology and its application. That

is of course, if you have one!

Change Management and Project Management are not the same disciplines.

You need to decide on a balance of specialists versus general practitioners, and

understand the different competency sets required to make your projects a

success, building your internal capability to deal with and lead change.

1.3. PROCESS IMPROVEMENT

Are you the sort of organisation that has relied on embedded or inconsistent

processes that are not working? Shared services may be a great opportunity to

look at the way these things have been done and drive the change that you

need.

Alternatively, you may be well down the path of business process initiatives such

as LEAN or Six Sigma and process improvement is part of everyday life. Most who

have persisted and reaped the benefits of adopting such disciplines will tell you it

doesn’t happen overnight. It takes time to learn these practices and build

competency.

In reality, there is rarely enough time to map every process ”AS IS” and create a

“TO BE” before the journey is started. Even then, having all the answers or access

to the knowledge, can be challenging.

It helps all involved to have clarity around what processes are working for the

business and which ones aren’t.

» Document where you are starting from and understand the gaps.

» In sourcing process improvement solutions, ensure they have clear measures

and milestones attached with transparency to potential issues and risks in real

time.

Factoring this into your change approach is a must have, not nice to have.

1.4. CULTURE

Culture can be a complex issue, particularly when you are talking about large

multi-nationals. Having a consistent culture across countries is challenging and

working in an SSO that is servicing a multitude of cultural ‘norms’ can be difficult.

Even getting an internal function to treat its internal colleagues as customers can

be a major hurdle. How many times have you heard internal support functions

“Change Management and Project Management are not the same disciplines. You need to decide on a balance of specialists versus general practitioners, and understand the different competency sets required to make your project a success.”


use the term, “the business,” when referring to their own work colleagues?

Shouldn’t it be, “our business”? Changing this mindset and language should not

be underestimated as a foundational element of successful shared services.

Culture can either be the key enabler of strategy or the silent force that kills it.

Culture is the outcome of many of the aspects mentioned in this paper, but also

includes many others. A robust assessment of cultural factors using a diagnostic

tool can help you understand some of the issues that may need to be factored

into your change management strategy.

If this information is available in your organisation and current then access it. If it is

not, then it is recommended that you at least perform a qualitative and

preferably a quantitative analysis to help shape your change approach. It can

definitely impact such things as communications, transition phasing and

inclusivity.

1.5. KNOWLEDGE MANAGEMENT

Sharing of knowledge across the appropriate areas and levels within the business

is paramount for an effective SSO. Many organisations collect a lot of data that

is useful but struggle to collate the information in such a way that they are able

to leverage the information effectively.

One of the key propositions of shared services is consistency. Think about how

you will share knowledge within the function and to customers in order to deliver

exceptional service. Any gaps here can be extremely frustrating and should be

a key consideration in designing your change strategy. Knowledge is power and

whilst we expect that sharing it would be relatively straight forward, this is often

not the case.

1.6. PERFORMANCE MANAGEMENT

Two of the most common reasons why change efforts fail and employees

become disengaged are a lack of role clarity and effective feedback. When

conducting post implementation reviews, it is all too common that a lack of

adequate performance management process (that may or may not

be inherited) pervades. This is critical to how an organisation learns,

creates accountability and drives improvement.

Annual appraisals are a thing of the past. Things are moving too fast for

most firms. Building this capability can make a big difference and

requires focus and commitment from all levels of the organisation. If the

broader organisation is lagging behind in this area, there is no reason

why you can’t lead the way.

Web based systems for capturing and managing performance are very cost

effective these days. Regardless, even if you are stuck with paper, the most

important thing is that you have a process for feedback with universal

commitment and growing capability.

For SSO’s, performance can be measured through Service Level Agreements

(SLA’s), which can then be developed into meaningful performance indicators

“Culture can either be the key enabler of strategy or the silent force that kills it.”


for people, processes and technology at all levels. What gets measured gets

done!

1.7. INNOVATION

Like culture, innovation is an outcome of many factors that contribute

to it within the organisation, and some may say it is a part of the culture.

Leadership is obviously a key contributing factor. How is innovation

produced, promoted, recognized and rewarded in your organisation?

Will people think of new ideas, new ways of working in the new world

when they spend the majority of their time covering their own

backsides, or in fear of failure (or both)?

How the organisation innovates will likely be a good indicator of its

readiness for change, the speed at which it will support the change,

and the likely resistance that may occur, if any. Innovation is speed.

How fast can you go?

1.8. TECHNOLOGY

The tools at our disposal are an important foundational element. Without

adequate consideration of this aspect, you may underestimate the shift required

of your people in order to operate in the new world.

» What is the level of technological sophistication?

» What is the proportion of people who rely on technology to do their job?

» Will the change require a steep learning trajectory or incremental change?

» Does the technology automate a lot of manual processes that provide job

security/ relevance to individuals and or functions?

» What knowledge is gained in the application of this technology?

An example of this may be transforming a manual data entry process in

Accounts Payable to managing a workflow. This can require a new skillset and

far more training than is budgeted for in the project.

One issue that leaders face when embarking on transforming any part of the

business is having the time to do it right with the insatiable need for immediate

results.

It is important to be able to understand the impacts of rushing through a

transformation like moving to Shared Services with a plan or without. Structures

like the Harbour Bridge haven’t been successful and sustainable without a robust

design and plan, nor will your Shared Services transformation. And like the

Harbour Bridge your Shared Services transformation is best built on a solid

foundation.


2. MANAGING THE CHANGE

The design phase of your journey to Shared Services is extremely important. It

allows you to take this great step with your eyes wide open, ensuring you are not

stepping into an expensive ‘black hole’. People don’t want change

management, they want improvement. It’s like, do you buy a drill or a hole?

2.1. CHANGE LEADERSHIP

SELLING THE UNITED VISION

Creating and articulating a united vision for the organisation provides people

with direction and a sense of purpose. It allows people to unite and bond over a

common purpose. The vision should give people a good understanding of the

‘AS IS’ situation, and the ‘TO BE’ picture – ‘what are we working towards’? It also

needs to be driven by an Executive Leader. People need to be able to see,

‘who’s taking charge?’ and, ‘where to?’ both operationally and strategically.

To effectively sell the vision and engage the people there are some key factors

that need to be taken into consideration:

» The vision needs to be clearly understood by senior

executives and management so they in turn can ensure that

their teams also understand what the vision is.

» It needs to be clear why the vision exists and the WIIFM for

employees for them to truly buy into it.

» Communication is key! It needs to be clear, regular and

consistent – to both customers and employees; keeping them

informed and involved along the way.

» The vision should be aligned with the overall business

strategy, so people don’t feel that what the business is

proposing is counterproductive to the overall strategy and

other key initiatives.

Running ‘vision’ workshops with key stakeholders and senior executives

encourages strategic thinking and input, engaging your key business drivers. A

good way to ensure that the vision has taken into consideration any challenges

or issues being experienced at ‘ground level’ is to run a survey and/or interviews

with key people across the business.

The insight gleaned from conducting these activities prior to formulating the

Vision helps people to see and feel they are heard and their input is valued.


CHANGE SPONSORSHIP

In Prosci’s Best Practices in Change Management Benchmarking report1, the

number one activity organisations cited they would do differently in driving a

change initiative is gaining better engagement of senior leaders as change

sponsors. This was consistent with their 2007 findings and found the drivers for this

included:

» Ensuring buy-in and alignment around the project;

» Obtain sponsorship at the right level in the organisation; and

» Enable senior leaders to participate actively as effective sponsors.

To do this effectively, it is important to ensure change sponsors are visibly aligned

with the vision and come from areas of the business that make sense and are

respected choices (executive management, middle management, etc.).

Your Change Sponsors are there to promote the initiative, identify and manage

resistance, and drive commitment. Acknowledging that the Change Sponsors

may be going through a lot of change themselves and trying to cope with that

whilst coaching others through their transition, identifies the need for coaching

and education for the Change Sponsors so they can be effective in playing their

part in the transition from ‘AS IS’ to ‘TO BE’.

2.2. CHANGE STRATEGY

CHANGE METHODOLOGY

As with project management, utilising a change management methodology

brings some structure to the project allowing visibility of what needs to be done,

when, how and by whom. Also critically important to ask is, how are we

measuring our success?

There are a number of Methodologies available, so choose one that fits well with

your organisation / culture, is flexible enough to allow you to adapt as required

along the way, logical, easy to implement, understand and communicate.

A change management methodology working well will allow you to take a more

proactive approach rather than being on the back foot throughout the change

journey.

CHANGE READINESS

For an organisation to embrace change, people need to believe in it and be

ready to accept it. However, there are many factors that can impact the

readiness of the organisation. Without identifying what those factors may be, or

indeed how ‘ready’ the organisation is to change, is like walking blindfolded into

the Gladiator’s arena. This is a critical step in the design phase of the change

1 Prosci’s 2009 Best Practices in Change Management benchmarking report. Page 14.

“The number one activity organisations cited they would do differently in driving a change initiative is gaining better engagement of senior leaders as change sponsors.”

http://www.change-management.com/best-practices-report.htm


project, and should be revisited throughout the project to assess for any changes

to the commitment for change.

Some of the ways to assess readiness include written or online assessments and

surveys; interviews with key stakeholders, executive / senior leaders, managers

and staff; and Focus-groups and workshops. This information gathering exercise

is designed to identify potential roadblocks and assess the company’s agility

when it comes to change.

In some companies constant change can be exciting, where in others, people

have ‘change fatigue’ – particularly if previous change initiatives have been

ineffective or unsuccessful. This exercise identifies whether the business need for

change is understood by all levels of the organisation, the change leaders have

the capability and credibility to drive the change and looks at potential

roadblocks to success (i.e. lack of resources, funding, etc.).

STAKEHOLDER IMPACT ANALYSIS

The stakeholder impact analysis gives insight into how each employee across all

levels of the business may or may not be impacted by the change. This may

include role, rewards, environment, etc. It will generally highlight the varying

degrees of impact across the organisation and help to identify what business

units are likely to be placed under greater levels of stress throughout the

project as they transition.

A clear understanding of impacts will help your organisation to effectively

resource projects and create a compelling WIIFM message to engage

employees throughout the different phases of the project. People are more

obliging with disruptions to their day to day working day if they know what to

expect.

The stakeholder impact analysis may also help business leaders to identify

structural issues that need to be addressed such as over-resourcing in one

area and under resourcing in another. In looking at impact analysis and

change readiness, a foundation for relevant development programs (both

individual and team) should be forming.

STAKEHOLDER ENGAGEMENT PLAN

Once you have established the impact on your stakeholders and gathered

enough information to understand what the potential WIIFM may be for different

employees, it is important to have an engagement plan in place.

This plan considers how they are communicated to and when, what will drive

commitment from internal and external stakeholders, and how to best manage

their expectations. Again, to achieve the best results, the stakeholder

engagement plan should be put in place in the design phase and revisited

throughout the life cycle of the project.


RISK ASSESSMENT

Assessing and understanding risk is important in any project from both a Project

Management and Change Management perspective. According to Prosci

research,2 the greatest management obstacles are:

1. Ineffective change sponsorship from senior leaders.

2. Resistance to the change from employees.

3. Insufficient change management resources and funding.

4. Middle management resistance.

5. Poor project management.

6. Ineffective communications.

7. A culture resistant to change.

A good practice is to run a risk register, which is regularly updated throughout the

project. You can’t possibly think of everything, however it’s amazing how many

times on reflection, you see things coming but were so caught up in what you

were doing, you just didn’t get to it. Better to call it out than ignore the possibility

of it eventuating.

2.3. CHANGE MANAGEMENT

COMMUNICATION PLAN

Communication for projects driving change is a priority. Consideration must be

given to align the messaging for stakeholders - internal (employees, leaders, etc.)

and external (Board, Customers, Partners, etc.).

Communications are best sent by leaders that are passionate, committed and

credible. Key messages regarding organisational change are best coming from

the Executive Leader, and messages relating to day to day changes to people’s

roles coming from immediate supervisors and managers. For consistency of

results throughout your project make sure that you communicate regularly with

employees (even when it seems there’s nothing of note to communicate), and

what gets communicated gets done.

Plan for what needs to be communicated and when – what the change will

mean to the employee, why it’s being done, what is changing and what stays

the same; how it will impact the organisation and potentially their customers; and

how they can prepare for the change.

Build success stories and quick wins into your communication plan (big and small)

to keep momentum and excitement alive regarding achieving the goal.

Celebrating success shows people they’re on the right track and being

appreciated.

There are many mediums at your disposal for communicating. Video is

increasingly becoming a way of messaging that is more powerful when face to

2 Prosci’s 2009 Best Practices in Change Management benchmarking report

“Build success stories and quick wins into your communication plan to keep momentum and excitement alive. Celebrating success shows people they’re on the right track and being appreciated.”

http://www.change-management.com/best-practices-report.htm


face is not always possible. It’s critical to choose the right medium for the right

audience and right message.

STAKEHOLDER MANAGEMENT

Stakeholder management can be complex, particularly if you have vastly

different types of stakeholders groups. One of the risks in managing change is

the tendency to manage the stakeholders that are closest to you, but they are

all equally important.

Know who your stakeholders are, know what they need, what they

will respond best to and who is best to manage them. Aligning the

appropriate Leaders and Sponsors to manage stakeholders will

provide a better chance of engaging your stakeholder groups.

Credibility and communication are key to success – both in getting

the stakeholders communicating with you, and you communicating

with your stakeholders. Communicating through a one way stream

impedes the ability to effectively manage expectations and can

create a platform for resentment if input is not sought.

Stakeholders that are well informed and managed are more inclined to commit

to the entire journey and offer support throughout.

TRANSITIONING – COACHING AND SUPPORTING

Too often change management is considered merely the user training

component of project management. As reinforced in the Change Management

Map, you will see that it is much more, as are the individual and team

development needs of the people that are going through the change.

To effectively build capability that is aligned with what is required to successfully

get to and maintain the future state, the business needs to understand where the

gaps are and how to bridge them. Some of the capability gaps will be fulfilled

with specific ‘user’ training but the majority of capability building is achieved

through coaching and mentoring of business leaders, and key stakeholders.

Investing time, energy and funds into the development of leaders within the

business, helps them to effectively develop those reporting into them and

provides people with support in moving to the unknown and dealing with issues

in real time.

The key thing to remember is that your leaders are also going through their own

personal change journey and may be reacting and resisting to change just as

much as their subordinates are, whilst trying to ‘keep face’. Providing them with

a safe coaching environment where they can work through their frustrations and

concerns helps them to offer the same support to their teams.

TEAM DEVELOPMENT

No-one can implement a shared service alone. It requires teams that work

together, collectively and cohesively to drive outstanding results. Therefore team

development needs to feature in your Change Management design, and be

refined as you go along. If it isn’t in the planning phase then chances are the

team development may be delayed or forgotten entirely, negatively impacting


employee engagement and productivity. Some considerations for team

development in managing change are:

» Ensure your team development programs are relevant to your teams, their

jobs and the gaps they need developing;

» Include development regarding culture and values. If the organisation

already has values set, ensure the employees understand them and can

relate their meaning to their day to day jobs;

» Foster awareness of their individual and team traits and how that affects each

other and team performance; and

» How the team dynamics and behaviours impact others around them

(internal/external customers, other functional teams, etc.).

Done well, team development can achieve high performing and deeply

committed employees.


3. THE CUSTOMER VALUE

What successful organisation doesn’t have a comprehensive understanding of

what value they are providing for their customers in return for their business?

Whilst there is no doubt some do this better than others, it’s easy to argue that

understanding the customer value proposition has benefits for all concerned.

Unfortunately, our experience is that this is often overlooked and the consequent

risk is that the SSO is too internally focused. The balanced scorecard approach

provides this much needed external focus.

Understanding the basis of value is equally important for the SSO (value provider)

as it is for the internal or external customer (the value consumer). If you don’t

value yourself chances are others won’t either. It’s also important to link the

delivery of customer value to the organisational operating values. For example,

let’s say you value commitment in your organisation. This can be demonstrated

and explained in your team as well as describing key behaviours that deliver this

value to your customer. Running a values program can be highly effective to

embed and reward internal behaviours that permeate the customer experience.

Now consider the internal customer (value consumer). Understanding, tailoring

and reinforcing the value provided is good for the relationship. If people value

and appreciate something, they generally tend to have a more positive mindset

towards it. It is important of course that you can substantiate the value and then

communicate it and market it. Faster service, lower costs, convenience, thought

leadership, etc. Depending on your Shared Services Model, you may have a

combination of both internal and external customers to satisfy but the principal

remains the same.

Expectations in business generally seem to be increasing with the same pace as

technology. These include faster service, ease of access, service uptime and

mobility, just to name a few. Sometimes customers can tell you what they want

but often this is not the case. Providing proactive thought leadership by creating

roles such as, “IT Business Partner” or, “HR Business Partner” will allow you to move

beyond a purely transactional service, and create value that the customer

didn’t even know was possible. These types of roles can be game changers but

recognise that they may require different skillsets and mindsets to what you have

currently.

“It’s important to link the delivery of customer value to the organisational operating values. If you value commitment in your organisation, this can be demonstrated and explained in your team as well as describing key behaviours that deliver this value to your customer.”


4. METRICS

It’s much easier to substantiate the value if you can measure it. Particularly if the

model includes a charge back mechanism, having the level of objectivity that

measuring brings can save you a lot of heartache downstream. It creates a

different type of culture for the internal service provider and demonstrates that

there is preparedness for accountability.

Measurement can create fear, which can lead to resistance. If the, “let’s just do

it,” and worry about measures later approach is taken then chances are it will be

more difficult than you think. We see this as a critical design element and should

be factored into your change approach.

Some things of course are easier to measure than others but that shouldn’t deter

you. Direct financial benefits such as cost reduction and increased revenue for

example, are likely to be easier to access from the business financials. Business

Intelligence tools also provide ease of access to financial information and are

becoming more the norm.

There is a new genre of software that Gartner Group has termed, “collaborative

decision making tools,” which I think can be applied well to a shared services

environment. These tools provide the organisation with a forward looking

strategic change monitoring capability with visibility to any potential deviation or

risk before it happens.

We believe that more progressive organisations will be early adopters here as it

fills a void in the market. It can be used to monitor, cost and predict more

complex processes such as cost to service, productivity gains and costs

associated with these, supply chain etc. These tools create a whole new level of

transparency and could be highly valuable for those shared service managers

looking to be in the driver’s seat rather than just a passenger.

As Stephen Covey says, if you, “begin with the end in mind,” embedding the

focus on measurement in your culture from the start can be a lot easier than

introducing it once the train has departed the station.

“Measurement can create fear, which can lead to resistance. If the ‘let’s just do it and worry about measures later’ approach is taken then chances are it will be more difficult than you think.”


CONCLUSION

What we have proposed is a high level overview of taking a balanced and

commercial approach to your shared service journey, combined with best

practice change management which will enable the journey. It’s important that

when you are designing your shared services to consider beyond the product/

service itself. The benefits of this approach are;

» relatedness to customer needs,

» less risk of resistance,

» realising benefits faster,

» beginning the cultural change journey earlier, and

» increased capacity to expand service offering.

Mindset’s 360 degree view of change is a way in which we can not only review

your journey to date but also help you learn from our experience and others in

getting off on the right track. It applies the balanced scorecard approach,

tailored to your organisation needs.

MINDSET CHECK

As a first step, we recommend using our diagnostic tool, The Mindset Check, to

gauge where you are at today, and where you need to be.

For new clients, we offer the initial survey and basic results report for free. More

detailed reports, customisation of survey, and follow up work is charged

according to our regular consulting fees. Get in touch, give us a few details and

we’ll set it up for you!

GET IN CONTACT WITH MINDSET GROUP

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Visit our Website: www.mindsetgroup.com.au

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