Office Leader Guide· a Bicycle Guide

Coming soon · Book Profile

Shared Service Centres

A practical guide arguing that shared service centres succeed only when run as real businesses focused on people, culture and change management rather than mere cost-cutting centralization.

A profile of this book is on the way.

Get the book →

What it’s about

Shared Service Centres by Andrew Kris and Martin Fahy is the definitive practitioner's handbook for executives considering, building or revamping shared services and business process outsourcing. Drawing on empirical surveys from the Shared Services and BPO Association plus rich case studies from Whirlpool, Oracle, Lucent, Exel and others, the authors dismantle the myth that shared services is simply centralization under a new name. Instead they argue it must be run with the economic discipline of a genuine business—delivering services clients value enough to pay for repeatedly, at a cost, quality and timeliness competitive with alternatives. The book covers the full lifecycle: strategy and business case, technology and ERP, location and migration, outsourcing, change leadership, culture, performance measurement, and the emerging world of web-enabled e-shared services. Its central insight is that the technical components are relatively straightforward; success or failure hinges on people, culture and change management.

The through-line

Who it’s for
A senior executive or CFO of a large, complex, multinational organization who wants to deliver value-adding, low-cost, high-quality administrative and finance services.
The problem
Duplicated, costly and inefficient internal service units that drain overhead and fail to add measurable value. The executive feels impoverished for reliable, independent advice and anxious about making large, risky SSC investments that may fail like half of all attempts.
The plan
  1. Rigorously define shared services as a business, not consolidation.
  2. Build a clear business case with executive sponsorship.
  3. Design and configure the SSC model including location and services.
  4. Roll out with strong change management, communication and workshadowing.
  5. Establish SLAs, scorecards and benchmarking to make value visible.
The payoff
Sustainable 25-50% cost savings with improved service quality. · A motivated, service-oriented team and satisfied internal clients. · A flexible, scalable platform enabling growth, acquisitions and expansion.

See our guide

Related profiles we’ve built

Additional reading