Shared Services Adding Value to the Business Units,9780471316213

Shared Services Adding Value to the Business Units

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Edition: 1st
ISBN13: 9780471316213
ISBN10: 0471316210
Format: Hardcover
Pub. Date: 1999-03-08
Publisher(s): Wiley
List Price: $218.66

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Summary

This comprehensive resource is the first to introduce, explain, and explore shared services, an innovative business strategy that involves centralizing various business units, including accounting and transactional operations, to reduce costs and increase customer satisfaction. Presenting a practical and easy-to-follow blueprint for the smooth and sound implementation of shared services in your organization, Shared Services: Adding Value to the Business Units covers all the fundamentals, from how to get started to proper management techniques.

Author Biography

<b>DONNIEL S. SCHULMAN</b> is both a Partner and the Americas Theater Leader for the Financial and Cost Management practice at PricewaterhouseCoopers, LLP. Mr. Schulman has 18 years of industry and consulting experience in areas of reinventing the office of the CFO, business process reengineering, and shared services implementation.<br> <br> <b>JOHN R. DUNLEAVY, CPA</b>, is a Partner at PricewaterhouseCoopers, LLP, specializing in the communications finance and accounting fields. He has extensive experience in consulting to the telecommunications, food processing, broadcasting, and education industries in the areas of international transfer pricing, management reporting, financial planning control, and product management and marketing information systems.<br> <br> <b>MARTIN J. HARMER</b> is a Managing Associate in PricewaterhouseCoopers, LLP Financial Cost Management practice, where his primary focus is shared services consulting. He has over 20 years of combined industry and professional experience in international finance and accounting.<br> <br> gt;JAMES S. LUSK</b> is Vice President and Controller of Lucent Technologies. He has played a key role in the largest IPO in U.S. history, which successfully launched Lucent Technologies. Mr. Lusk created and launched Lucent Financial Services, which provides all of the "high-volume/low-cost" accounting and financial transaction processing to Lucent.

Table of Contents

PART ONE MOBILIZE 1(66)
What Is Shared Services All About?
3(24)
Partners, Not Customers
6(1)
Characteristics of Companies that Get into Shared Services
7(2)
A Working Definition of Shared Services
9(4)
Shared Services Goes Hand-in-Hand with Decentralization
13(2)
Rationale for Shared Services: Finance Example
15(1)
Other Benefits of a Shared Service Approach
16(2)
Intangible Benefits Demand Change Management
18(1)
Quantifying Benefits Demands Metrics
19(2)
Shared Service Geographic Model: A Key Choice
21(2)
Do Not Always Start with Finance
23(1)
10 Key Questions
23(3)
Issues to Consider
26(1)
What Is the Compelling Business Reason for Pursuing Shared Services?
27(14)
Strategic Vision
29(1)
From Strategy and Vision to Business Case
30(5)
Shared Services By Itself Is Not Strategic
35(2)
A Final Word
37(2)
Issues to Consider
39(2)
Is Shared Services Right for You?
41(10)
Tying Infrastructure Together
42(2)
Migrating to Shared Services
44(2)
Clear Accountability of Process Activities
46(3)
In the Final Analysis
49(1)
Issues to Consider
50(1)
International Challenges
51(16)
Complexity
53(5)
Time Zones
58(2)
Legal Issues
60(1)
Government
61(1)
Stability and Security
62(1)
Currency
63(1)
In Closing
63(1)
Issues to Consider
64(3)
PART TWO ASSESS 67(46)
Shared Services and Its Relationship with Process Reengineering and Redesign
69(18)
Basic Definitions
71(1)
Assessing Whether to Reengineer
72(3)
Assessing Whether Reengineering Should Be Done before or after Moving to Shared Services
75(1)
Volumes or Productivity
76(1)
System Replacement
77(1)
Postacquisition Integration of Like Activities
77(1)
Do Not Forget Corporate Culture Issues
78(3)
More Reengineering Opportunities Upstream and Downstream
81(1)
Good Shared Service Operations Look for Reengineering Opportunities on an Ongoing Basis
82(1)
Good Shared Service Operations Look to Spark Reengineering in the Business Unit Partners
82(1)
The Big Question: Should a Company Start From Scratch in a Greenfield'' or Change The Context of Work For Current Employees
83(1)
Checklist
84(3)
Shared Services and Its Relationship with Information Technology
87(12)
ERP Is the Primary Vehicle for Technological Innovation
90(2)
Year 2000 Issues
92(1)
Call Centers
92(4)
A Final World
96(1)
Checklist
97(2)
Considering Outsourcing
99(14)
The Process Family
102(2)
Key Considerations
104(3)
IT Has Most Experience with Outsourcing
107(1)
BBC Case Study: Outsourcing an Entire Finance Operation
108(1)
Another Case: BP Mobil
109(2)
A Fourth Possibility: Good Enough to Sell
111(1)
Checklist
112(1)
PART THREE DESIGN 113(72)
Getting Started
115(12)
The Business Case
117(1)
Building Support
118(1)
Effective Organization
119(2)
Continuous Communication
121(1)
New Skill Sets Needed
122(1)
The Lucent Story (Told by Jim Lusk)
122(3)
Checklist
125(2)
Planning and Approach
127(14)
No Cookie Cutters Here
128(4)
Lining up the Variables
132(1)
Take the Opportunistic Path
133(1)
How Do You Make the Decisions?
134(1)
The Lucent Story (Told by Jim Lusk)
135(2)
Checklist
137(4)
Selecting the Location
141(12)
Cost/Skills Paradox
142(1)
Key Considerations
143(7)
The Final Decision
150(1)
The Lucent Decision Process (Told by Jim Lusk)
150(1)
Checklist
151(2)
Setting up the Infrastructure
153(10)
Question of Legal Entity
153(3)
Billing Shared Service Costs
156(1)
Funding the Shared Service Organization
157(1)
Tax Issues
158(1)
Physical Infracture Setup
158(1)
Setting up Lucent's Infrastructure (Told by Jim Lusk)
159(1)
Checklist
160(3)
Service-Level Agreements and Pricing Issues
163(10)
Alternative Pricing Strategies
163(3)
Pricing Methodology Integral to SLAs
166(3)
Performance Tracking and Continuous Improvement
169(1)
Lucent's SLAs and Pricing (Told by Jim Lusk)
170(1)
Checklist
171(2)
Final Business Case
173(12)
Developing the Business Case
175(3)
Making the Case
178(4)
The Lucent Business Case (Told by Jim Lusk)
182(1)
Checklist
183(2)
PART FOUR IMPLEMENT 185(90)
Defining and Setting Up the Project
187(16)
Alternative Approaches: Quick Start or Deliberate Approach
187(2)
Classic Model of a Shared Service Organization
189(1)
Ten Steps to Implementation Program Development
190(8)
Conclusion
198(1)
How Lucent Set up the Project (Told by Jim Lusk)
198(2)
Checklist
200(3)
Partnering for Success: Proceed With Care When Choosing a Consultant
203(10)
Why Use a Consulting Partner?
204(1)
Types of Consulting Partners
204(2)
Seek Counseling, Not Just Consulting or Implementation
206(1)
Key Questions to Ask When Selecting a Consultant
207(2)
Getting the Most Out of Consultants
209(2)
Lucent's Use of Consultants for Its Shared Service Implementation (Told by Jim Lusk)
211(1)
Checklist
212(1)
Program and Project Management
213(22)
Program Management
214(2)
Project Management
216(2)
Project Structures
218(1)
Project Planning
219(2)
Project Execution and Control
221(1)
What Kind of People Should Fill These Roles?
221(2)
Why Executive Buy-in Is Essential for Success
223(2)
Risk Management
225(1)
Four Steps in the Risk Management Process
225(5)
Lucent's Program and Project Management (Told by Jim Lusk)
230(2)
Checklist
232(3)
Barriers to Implementation and Change Management Solutions
235(18)
Visionary Leadership Breaks Down Barriers
236(1)
Change Management: The Techniques
236(1)
Easier to Manage Change during Growth
237(1)
Risks to Organizational Change
238(1)
Change Management Process
239(3)
Our Approach to Change Management
242(3)
Organizational Culture and Its Relation to Change
245(1)
Lucent's Active Change Management (Told by Jim Lusk)
246(3)
Checklist
249(4)
Performance Measures and Continuous Improvement
253(12)
Of Metrics and Measurements
254(3)
Strategic Measurements Lead to Key Metrics
257(3)
Tying Performance Measures and Metrics to Compensation
260(1)
Embedding Continuous Improvement
260(2)
Measures & Metrics and Lucent (Told by Jim Lusk)
262(1)
Checklist
262(3)
The Global Potential and the Virtual Potential
265(10)
Expanding Shared Services' Horizons in the Real World of Today
266(2)
Global Potential Is Still Not Fully Realized
268(2)
Future of Shared Services
270(1)
Potential for Shared Services at Lucent (Told by Jim Lusk)
271(2)
Checklist
273(2)
Appendix A 275(2)
Appendix B 277(2)
Appendix C 279(6)
Appendix D 285(2)
Appendix E 287(2)
Index 289

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