Shared Services : Mining for Corporate Gold,9780273644552

Shared Services : Mining for Corporate Gold

by ; ;
ISBN13: 9780273644552
ISBN10: 0273644556
Format: Hardcover
Pub. Date: 1999-01-01
Publisher(s): Financial Times Prentice Hall
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Summary

With "Shared Services" readers can discover what shared services means and how it differs from yesterday's bureaucratic centralized support functions. Includes in-depth coverage of sizing, determining what to share and what to outsource, establishing the infrastructure, and changing the company's internal culture to support shared serves.

Author Biography

Barbara E. Quinn is one of the founders and a managing partner with CAIL Consulting Group Inc. Robert S. Cooke Robert is one of the founders and a managing partner with CAIL Consulting Group Inc. Andrew Kris Andrew is a prominent commentator on the worldwide development of shared services and founder of The Shared Services Forum

Table of Contents

The search for gold
1(18)
Staff functions are big business
2(4)
Staff groups as monopolies
6(1)
Duplication and decentralization are passe
7(2)
The split personality of staff roles: wearing two hats
9(1)
Strategies for staff functions
10(9)
Knowing what to mine
19(20)
The birth of shared services
19(2)
When staff groups fail to give clients what they want
21(1)
Why charge-back is fundamental
22(1)
A continuum of shared services models
23(1)
Basic shared services: it is more than consolidation
23(4)
The marketplace model
27(6)
The advanced marketplace model
33(2)
Shared services as an independent business
35(2)
Conclusion
37(2)
The route towards the implementation of shared services
39(12)
The feasibility of shared services for the organization
40(2)
An analysis of the current state
42(2)
Outsourcing
44(1)
Designing the approach to shared services
44(3)
Implementation and ongoing operations
47(4)
Scoping shared services: defining the borders
51(14)
The scope of potential functions
51(6)
Defining the borders
57(3)
The culture and strategic orientation
60(4)
Conclusion
64(1)
Shared services cannot be sold, it can only be bought
65(18)
Executive team dynamics and its impact on shared services
65(2)
Traditional model: vertical business units
67(2)
Integrated executive teams
69(2)
The executive presentation
71(12)
The initial size-up: understanding where you are
83(16)
The ``as is'' picture -- current products and services
84(3)
The ``as is'' picture -- current products and service costs
87(4)
The ``as is'' picture -- comparison to external benchmarks
91(4)
The ``as is'' picture -- client satisfaction
95(1)
Building the business case to proceed
96(3)
Strategic outsourcing
99(18)
Possible motives for outsourcing
99(9)
Governance not for sale
108(2)
Dilemmas in outsourcing
110(4)
The future of outsourcing
114(3)
Organizing and leading shared services
117(22)
Shared services as a separate entity
118(1)
Separation of shared services from governance functions
119(1)
Separation of transactional processing from professional and advisory services
120(1)
Shared services reporting
121(2)
Internal structures of shared services organizations
123(3)
Locating shared services centers
126(3)
Locating in Europe
129(2)
The culture and language of location
131(1)
Leading the shared services organization
132(3)
Leading the transactional processing center
135(1)
Leading professional and advisory services
136(3)
The foundation for success
139(18)
Key operating principles for shared services success
140(6)
Pricing models
146(4)
Service level agreements
150(3)
Internal billing for services
153(1)
Time tracking
154(3)
Creating a culture of commitment
157(18)
Staff intrigues and concerns with shared services
159(3)
The dynamics of employee buy-in and commitment
162(2)
A clean sweep
164(1)
Training clients to love us
165(1)
Critical activities to ensure the success of shared services
165(7)
Primary and secondary strategies for shifting the culture
172(3)
Evolving the shared services business
175(18)
A vision for shared services
176(6)
Translating vision into action
182(1)
Clients are not wrong
183(2)
Marketing activities for shared services groups
185(8)
Measuring and evaluating success
193(20)
The burden of proof
193(2)
The balanced scorecard
195(1)
What internal clients want
196(3)
A quality framework
199(4)
Learning and growth metrics
203(1)
Financial metrics: costs and cost savings
204(1)
Internal metrics: productivity and product performance
205(1)
Customer metrics
206(1)
Special challenges for marketplace and advanced marketplace models
207(3)
What internal shared services consultants must do to succeed
210(3)
Fast forward
213(16)
Shared services as part of the future
215(2)
Pan-European companies mean pan-European shared services
217(1)
A business in a marketplace
217(2)
The image of internal charging
219(1)
The liberalization and resettlement of governance
220(1)
Whose policy is it anyway?
221(2)
Independent business
223(1)
Outsourcing's rise and fall
223(2)
The consulting implosion
225(4)
Bibliography 229(4)
Index 233

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