Accenture Driving Hgh Performance Through Shared Services Accenture Capabilities Qualifications

7/31/2019 Accenture Driving Hgh Performance Through Shared Services Accenture Capabilities Qualifications

http://slidepdf.com/reader/full/accenture-driving-hgh-performance-through-shared-services-accenture-capabilities 1/8

Driving High Perormancethrough Shared ServicesAccenture Capabilities and Qualications



2



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?

3



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.

4



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.

5



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 .

6



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.

7



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

at [email protected].

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.

http://www.accenture.com/Global/Consulting/Finance_and_Performance_Mgmt/Finance_Operations/R_and_I/Achieving-Masters.htm





Documents

Accenture Driving Hgh Performance Through Shared Services Accenture Capabilities Qualifications