to-end processes and turn them into services. We need
to make the end-user experience matter, as that is how
we will ‘wow’ the business units and earn their trust to
provide more innovative services.”
DELIVERING INSIGHTS AND TAKING ACTIONS BASED
ON THE POWER OF DATA AND ANALYTICS.
With the responsibility for end-to-end processes, companies often come to realize that their integrated business services organization is sitting on top of a data gold
mine. This data can be harnessed to turn previously isolated functional information into aggregated data sets
comprised of proprietary and public data from a variety of sources. After applying statistical modeling and
advanced analytical techniques, the data can be used
to derive cross-functional, actionable insights that can
help business units understand the full business landscape and make proactive decisions with greater confidence. Analytics can benefit the customers of these integrated business services organizations by providing,
for example, analysis of a company’s customer base,
data that helps inform management decisions ranging
from how a company re-positions its products in the
market and new methods for driving more profitable
sales, to the management of corporate resources.
IDENTIFYING THE RIGHT LEAD FOR THE EVOLVING
Traditional models of shared services were often only
a single-function, limited in service locations and they
thrived under the leadership of an individual with deep
functional expertise. The next generation integrated
business services organization, however, is cross-functional with a dispersed and diversified workforce. Employees can be located locally, regionally or globally,
and can have widely varied skill sets. The need for deep
functional expertise in a lead has been replaced in many
cases with the need for someone who can effectively
operate a global business and deliver business outcomes. These leads can benefit from possessing vision
and a high level of cultural and emotional intelligence
as they explore the possibility of new services.
Companies that embrace the value of integrating their
business services are aligning themselves more closely
with the enterprise to not only support, but in many cas-
es, drive greater business value. Even so, doing this is
not easy. It involves having vision and resilience along
with strong, cross-functional leadership. The path taken
to realize the vision is different for each organization.
Our research and experience indicate that succeed in
evolving their shared services in this way are: 1) Think-
ing big from the start in terms of establishing an ambi-
tious vision for the integrated business services, but im-
plementing it tactically; 2) Identifying and empowering
the leadership team; and 3) Getting started.
As the alignment with the business becomes stronger, integrated business services organizations may look
even more diverse, while still leveraging the shared
services foundation and backbone to deliver excellent
service. Decisions made now may determine the degree
to which these organizations are positioned to enable
Paul Jeruchimowitz is a managing director in the Management
Consulting group at Accenture, a global management consulting, technology services and outsourcing company.
1. Protiviti’s Joe Tarantino and Dan O’Keefe
accept the award.
2. Slalom Consulting at the cocktail reception.
3. Bain’s Vikki Tam accepts the award.
4. McGladrey’s Paul Calamita receiving
5. IBB Consulting colleagues celebrate their
Social & Community award.