annual shared services and bpo conference 2013...annual shared services and bpo conference 2013...

Annual Shared Services and BPO Conference 2013

Managing change, politics and stakeholders

In an environment which is resistant to the

shared services concept

Jamie Davies

Who am I and why am I here?

21 years experience

Finance, Consulting

5 multinationals

Psychotherapy,

Constellations

MSc Organisational

Change

Leader, coach

& facilitator

the wonderful

mysterious

world of SSCs

Strategic SSC

& GBS

planning &

Org Design

How many of you…?

…have experienced an SSC

transition or outsourcing?

…which had fantastic & active

sponsors?

…who had invested and resourced

for change management?

…which had no hiccups along the

way and went exactly to plan?

Today’s Tools & Techniques session

BT’s SSC

Journey so

far

Tools Case studies

“What tools could we use to inform change

management planning?”

Regional /

Functional SSC Discreet

SSC

Multi Function

SSC

Integrated

GBS

Time

Ben

efi

ts &

Co

mp

lexit

y

delivery of

discrete back

office

transactional

activity

Regional

delivery centres

typically more

than one

function

Consolidation of

multiple SSCs

into multi-

functional

strategy

Single GBS

function

integrated end-to-

end process

ownership

Where are we on our journey – 3 years in

What’s our current state?

Finance

regional

delivery

centres

4 Regional centres, Budapest, Delhi,

Buenos Aires, Bristol

1000 FTE in captive / outsource blend

18 Transition waves globally

134 Countries supported

Typical TP & Close

Activity, Controls,

Reporting

6 4 10

7 2

Typical SSC / GBS challenges

Clear executive direction &

sponsorship

Transition planning &

execution

Managing the change

Managing people & talent

Delivery of intended goals

Creating a clear brand

platform for growth

We know clearly where

we need to focus and

transform

Testing out some tools on our BT case studies

Project Complexity

Can tools help us be more proactive and prepared?

Managing the Task

(Project Management

Zone)

Task & Process Complexity

So

cia

l &

Po

liti

cal C

om

ple

xit

y

What distinguishes complexity for different SSC types?

Managing

Innovation

Managing the

Relationship

(Political

Zone)

Managing new

Solutions

(Creative

Zone)

High

High

Managing the Task

(Project Management

Zone)

Managing the

Relationship

(Political

Zone)

Managing new

Solutions

(Creative

Zone)

Task & Process Complexity

So

cia

l &

Po

liti

cal C

om

ple

xit

y

What distinguishes complexity for different SSC types?

Captive

Insourcing

Outsourcing

GBS

High

High

Captive

Co

mp

lexit

y

What have we learned that we need within BT?

Insourcing

Outsourcing

Execution &

Discipline

Focus Skills Key Point

Project

Management

BPO Skills

Relationship

Team

Composition

Change

Management

Experienced

OD / Change

practitioners

Fantastic

Transition

team

pre&post

Service

Management Engagement

Model

• Are we driving a “change management by numbers” approach?

• Have we devolved ownership to a “change team” or HR?

• Have we assessed the complexity before resourcing adequately?

• How do we know we have the right skills & capabilities?

• Have we spoken to those who have been through this before?

• Have we looked at strategies beyond the usual internal comms?

Take away reflection questions

Testing out some tools on our BT Case Studies

Project Complexity


Context Assessment

The Latam Story…A game of Rugby not Tango

24 Countries impacted

30 FTE Captive set up 1

Big bang wave of knowledge

transfer, at the same time

as implement new Oracle platform

The EMEA story, was it Chess or Improvisation?

3 Pilot regions

50 FTE captive set up

1 Strike

5 Previous outsource transitions

the Project team had already

experienced

Risk Rating

1 2 3 4 5

Latam 24 countries

EMEA 5 countries,

If your project

Is mostly

In this zone

then you need

to rethink your

change strategy

and

Governance

Functional

Challenge Process changes risk

System changes & risk

Context

Challenge

Stories from the past…

The way we do business here..

A question of belonging

Team

Challenge

Change skills/situation match

Formal Governance set up

Clear and agreed case/scope

No. countries/cultures

Change context assessment

Risk Rating

1 2 3 4 5

Latam 24 countries

EMEA 5 countries

Functional

Challenge Process changes risk

System changes & risk

Context

Challenge

Stories from the past…

The way we do business here..

A question of belonging

Team

Challenge

Change skills/situation match

Formal Governance set up

Clear and agreed case/scope

No. countries/cultures

Change context assessment


Project Complexity

Political stakeholder map


Context Assessment

The traditional Stakeholder Map, does it help? In

tere

st

Low Power/Importance

Manage Closely

Keep Informed Monitor

Keep Satisfied

Region

CFO SSC

Sponsor

CFO

CFO CFO CFO

CFO

Region

CEOs

CFO

High

Low

High

Need to “Manage Closely”,

but what does it mean

Really?

Active

Passive

Po

sitiv

e

Neg

ati

ve

Need sufficient movement and

presence of power in Green to

enable success?

ADVOCACY & OWNERSHIP

SUPPORT & BUY-IN AVOIDANCE

RESISTANCE

The alternative political Stakeholder Map

Region 1 – The Big Bang 3 years ago

Active

Passive

Po

sitiv

e

Neg

ati

ve



RESISTANCE

Region

CFO

SSC

Sponsor

CFO

CFO

CFO

CFO

CFO

CFO

SSC

Team

Region

CEOs

Sub-

Region

CFO

Region 1 – 3 years later, stop & re-engage

Active

Passive

Po

sitiv

e

Neg

ati

ve



RESISTANCE

Region

CFO SSC

Sponsor

CFO

CFO

CFO

CFO

CFO

CFO

SSC

Team

Region

CEOs Sub-

Region

CFO

Group

Audit

Region 2 – 12 months preparation…

Active

Passive

Po

sitiv

e

Neg

ati

ve



RESISTANCE

Region

CFO SSC

Sponsor

CFO

CFO

CFO

CFO

SSC

Team

Region

CEOs

Region 2 – Avoidance, delay, scepticism, scars…

Active

Passive

Po

sitiv

e

Neg

ati

ve



RESISTANCE

Region

CFO

CFO

CFO

CFO

CFO

SSC

Team

SSC

Sponsor

Region 2 – Confronting the problem (because of mandate)

Active

Passive

Po

sitiv

e

Neg

ati

ve



RESISTANCE

Region

CFO

CFO

CFO

CFO

SSC

Team

SSC

Sponsor

Region 2 – Trust, engagement & partnering

Active

Passive

Po

sitiv

e

Neg

ati

ve



RESISTANCE

Region

CFO

CFO

CFO

CFO SSC

Team

SSC

Sponsor

Region 2 – Powerful foundation & cases for next wave

Active

Passive

Po

sitiv

e

Neg

ati

ve



RESISTANCE

Region

CFO

CFO

CFO

CFO SSC

Team

SSC

Sponsor

CFO

CFO

CFO

Individual

Systemic Cultural

It’s personal…multiple interpretations,

responses, therefore actions.

What is the personal frame of

reference of your

key stakeholders?

It’s not just personal…there

are structures and forces

which impact your context.

“What are the systemic

characteristics of your org?”

It’s not just personal,

identity and behaviour

shaped by the contexts in

which we work is your

cultural style of doing

things?”

You have to work WITH your unique context, not against it

Take away reflection questions

• How well do we REALLY understand stakeholders perspectives?

• How much do we expect the rational logic to win over emotion?

• Have we considered what is really changing for who at every

stakeholder group level?

• Do we improvise with our comms approaches or stick to rigid plan?

• Who in our team is skilled in relational thinking?

• Have you done your homework on change history of those impacted?


Project Complexity

Political stakeholder map

Sponsor Assessment


Context Assessment

Active Sponsorship still a major challenge for SSCs

Help staff make sense of what needs

to change & why

Provide active and visible support

for the changes

Reinforce commitment through

informal interaction

Empathise with inevitable disruption

for individuals

Show genuine interest in progress

even when time pressured

Ensure the line are carrying out

equally effective roles

EMEA Latam

Empower the team with a very clear

mandate and commission

Sponsorship style also lays the foundation

Leaders

actions, words,

silence and

inaction

Sense Making

Conversations

Patterns

Assumptions

Interpretations

Stories, myths, heroes,

villains, language,

symbols, reactions

to problems

Use tools & Maps but prepared to get messy

Use structured

approaches, tools

and “maps” to plan

your SSC journey

at the

same

time

Engage with the

messy, informal,

uncontrollable “real

world” of change

© 2013 Deloitte LLP. All rights reserved

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© 2013 Deloitte LLP. All rights reserved.

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