Whatissharedservices?

SharedServicesisawayoforganizingadministrativefunctionstooptimizethe
deliveryofcosteffective,flexible,reliableservicestoallcustomers.
Decentralized Standardized Centralized SharedServicesCenter
Autonomousdepartments
Focusonresponsiveness
Differentsystemsand
nonstandardprocesses
S t f ti l t ff
Schoolsrunsimilarly
Typicallysomecommon
subsystems
Commonprocesses
Singledepartmentorsite
whichperformsthefunction
Focusonefficiency
andcontrol
T i ll
Separateorganizationbutlinkedto
customersthroughoversightmodel
Managed service delivery through clear
Separatefunctionalstaff
Separatefunctionalstaff
Typicallysomecommon
subsystems
Noservicelevelagreements
norperformancetargets
Managedservicedeliverythroughclear
servicelevelagreements
Customerdriventransactions
Performancedrivenculturethrough
measurementandfeedback
Processownershipendtoend
Page1
Howissharedservicesdifferent
fromcentralization?
Attribute
TraditionalView
ofCentralization SharedServicesView
CustomersTreatedas EndUsers customers(e.g.,colleges,schools,units)
Leadership CentralOversightEntity/
Headquarters
IndependentUnitCustomerBoard/AdvisoryGroup
(organizationvarieswithgeographicobjectives)
Location CapitolArea/Headquarters HighSkill,LowCostArea p / q g ,
PrimaryFocus CostControl ServiceExcellence,HighPerformance,CostControl,
ContinuousImprovement(serviceandcosts)
ServiceResponsibility CentralOversightEntity/
Headquarters
Sharedbetweensharedservicescenterandcustomersas
statedinServiceLevelAgreements
ServiceManagement Optional ServiceLevelAgreements,KeyPerformanceIndicators,
PerformanceReporting
CustomerContact
Management
AdHoc Multiplechannels(e.g.,voice,email,web);Contactcenter
staffedwithcustomerservicereps;CaseTrackingsoftware,
Automated Call Distributor Computer Telephone Integration; AutomatedCallDistributor,ComputerTelephoneIntegration;
Clientrelationshipmanagers
TypicalManagement
Processes
Recruiting,Workload
Management,Cost
Management
CustomerRelationshipManagement,Continuous
Improvement,KnowledgeManagement,Performance
Management,ServiceManagement
Page2
Sharedservicescriteria
Sample criteria used for Shared Services
StrongCandidatesfor
SharedServices
PoorCandidatesfor
SharedServices
SamplecriteriausedforSharedServices
L di P ti C t Hi h C t C d t B h k C t B h k LeadingPracticeCost HighCostComparedtoBenchmark CostBenchmark
TypeofProcess Strategic\Consultative Transactional\Administrative
Standardization NoPotentialtoStandardize StandardizationExistsorHighPotential
TransactionVolume
ComplexityofTask
Low High(e.g.,morethan10aday)
HighlyComplex Simple,Repeatable
p y
Stability
g y p p , p
VolatileContent StaticContent
Copyright 2010 Accenture All Rights Reserved.
Page3
Whatarethebenefitsforhighereducation?
Strategic Speed Quality Economic
Shift funding/focus from Reduced cycle times Improved information Higher productivity Shiftfunding/focusfrom
backofficetofrontoffice
Supportmeeting
increaseddemand
withfewerfulltime
Reducedcycletimes
(forexample):
Close
Authorizations
Improvedinformation
fordecisionmaking
Betterservicetokey
stakeholders(e.g.
students,parents,
Higherproductivity
Lowercostlocation
Reducedexpenses
Reducedsystems e e u e
employees
Achieveprocessand
systemsstandardization
E bl / i d
Procurement
Payments
Billing
Sourcing
s ude s, pa e s,
faculty,andstaff)
Reducederrorrates
qualityatsource
D l t
educed sys e s
infrastructurecosts
Leverage
investments
relatedtoenterprise
Enablenew/reorganized
entities
Sourcing
Developcenters
ofexpertiseand
innovation
p
resourceplanning
systems,other
technology
Page4