Who am I and why am I here?

22 years experience

Finance, Consulting

5 multinationals

Psychotherapy,

Constellations

MSc Organisational

Change

Systemic team coach

& facilitator

the wonderful

mysterious

world of SSCs

Strategic SSC

& GBS

planning

My background

•Outourced 150 fte to

Accenture in Chennai

•Set up 175 FTE Captive Finance SSC in

Budapest

•Turnaround of Latam SSC in Argentina

•SSC Leadership team coach

Set up of EMEA SSC

for Computacenter

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

Evolution in approach

• Change in approach from project led to organisation within an

organisation

• Long term strategy not chasing labour arbitrage around the

world

• Cultural fit is critical

• Iterations in thinking is crucial at the beginning, not Decide,

Locate, Bang

The 5 disciplines of fantastic SSC Transition Teams

2. Clarifying Can the team make sense of the

commission?

Creating goals and objectives

The right members & skills on the team

1. Commissioning What is the purpose of the SSC

What is our success criteria?

To what extent is it shared?

Does it support the business strategy?

3. Co-Creating Creating the detailed plan

Assessing the risks

Choosing the location

Understanding the change

Your SSC recruits are your team

4. Connecting Getting buy-in on the plan

Building relationships and engaging with stakeholders

Communicating

5. Core Learning

Adapted from Peter Hawkins – Leadership Team Coaching

External Internal

The “How”

The “What”

What is your purpose?

Cost Quality

Standardisation Short Term v Long Term

ERP Driver Controls & Audit

Value Partnership

But each of your stakeholders

will have a different view...

The 5 disciplines of fantastic SSC Transition Teams

2. Clarifying Can the team make sense of the

commission?

Creating goals and objectives

The right members & skills on the team

1. Commissioning What is the purpose of the SSC

What is our success criteria?

To what extent is it shared?

Does it support the business strategy?

Adapted from Peter Hawkins – Leadership Team Coaching

External Internal

The “How”

The “What”

“Change management”...get real

Reflection questions:

• Have we devolved ownership to a “change team” for all the “soft” stuff

• 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 evaluated strategies which might better fit the purpose?

“Change management”...get real

The 5 disciplines of fantastic SSC Transition Teams

2. Clarifying Can the team make sense of the

commission?

Creating goals and objectives

The right members & skills on the team

3. Co-Creating Creating the detailed plan

Assessing the risks

Choosing the location

Understanding the change

Your SSC recruits are your team

Adapted from Peter Hawkins – Leadership Team Coaching

External Internal

The “How”

The “What”

Managing Risk –what you are getting into

22 Countries impacted

30 FTE Captive set up 1

Big bang wave of knowledge

transfer, at the same time

as implement new Oracle platform

Risk Rating

1 2 3 4 5

Latam 24 countries, 30 fte

EMEA 5 countries, 50 fte

If your project

Is mostly

In this zone

then you need

to rethink you

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

The 5 disciplines of fantastic SSC Transition Teams

3. Co-Creating Creating the detailed plan

Assessing the risks

Choosing the location

Understanding the change

Your SSC recruits are your team

4. Connecting Getting buy-in on the plan

Building relationships and engaging with stakeholders

Communicating

Adapted from Peter Hawkins – Leadership Team Coaching

External Internal

The “How”

The “What”

Walking in my shoes

Reflection questions back at the office:

• How well do we REALLY understand stakeholders perspectives

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

• How well are we communicating (and listening)

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

• Who in our team is skilled in relationship thinking?

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

Active Sponsorship still a major challenge

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

Empower the team with a very clear

mandate and commission

How important is building a great team?

•Experience versus cost •Short term win versus long term development •Cultural fit is key

Paradoxical life in creating an SSC

Adapt and improvise Have a detailed strategy,

plan and stick to it

It’s all about results,

“show me the money” It’s all about relationships

and interaction

Speed and Cost are key Quality and service is key

Sometime you just have

to do it to them You have to do it with them

Governance and client

framework Manage in the same style

as what works today

Re-test the approach...does it fit?

4. Connecting Getting buy-in on the plan

Building relationships and engaging with stakeholders

Communicating

Adapted from Peter Hawkins – Leadership Team Coaching

External Internal

The “How”

The “What”

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

My questions

When to introduce

Best practice

Disciplines