Jamie Davies, Finance SSC Manager,

Computacenter

22 years in Finance,

Consulting, Coaching, SSC

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

At the beginning of a new journey

4

WE NEED TO THINK DIFFERENTY ABOUT

CHANGE

TRYING TO CREATE CHANGE TOP DOWN

AND BOTTOM UP

WHAT CAN WE LEARN AND TAKE AWAY

5

WE NEED TO THINK DIFFERENTY

ABOUT CHANGE

Part 1

SSC leaders face complex challenges Virtual structures

Millennial workforce

Flux of people & Process

Belonging & Place

Crisis of Service

Paradoxical goals

it is impossible to predict the

outcomes of the actions people

undertake in organisations...human

beings are predictably unpredictable. Ralph Stacey

Complexity & Management Centre

The reality of change?

The burdened SSC leader “The role of the SSC leader

can be the best job in the

world, and at times the

loneliest”

The muddled middles “I have to get involved in

everyone’s problems

otherwise nothing happens.

My manager thinks i’m not

doing enough and my team

think that I dont care.

“I cant really trust my peers”

the victim employees

“They make decision after

decision with no

consistency”

“They ask for our opinions

but dont do anything about

them!”

“I have no idea what they

spend all their time doing in

meetings but it makes no

difference to improving our

work”

Suffering customers “They don’t deliver what I

need and when I complain I

just get another action plan

from a manager”

“It’s the same issues again

and again, we expect the

poor service now and can

find ways around it”

12

TRYING TO CREATE CHANGE TOP DOWN

AND BOTTOM UP

Part 2

Wanting to do something different

14 Deloitte Shared Services, GBS & BPO Conference 2014

Leadership

Dialogue

Senior

Manager

Dialogue

Team Based

Problem

Solving

Dialogue

Front line

Manager

Dialogue

Strategic Vision & Goals

Voice of the Customer

Continuous

Improvement

Team

Coaching

Integrated approach

Top Down

Bottom Up

Clarifying Can the team make sense of the

commission and translate it into creating goals and objectives

Do we have the right members and skills?

Commissioning Do we have a clear and unique

commission?

Do we have a shared purpose?

Do we have a coherent direction?

Co-Creating How effectively do we work together to

allocate, share, communicate?

What behaviours are helping or hindering?

Is there shared leadership?

Connecting Do we have a clear and compelling story?

Are we building relationships and engaging with stakeholders

Are we engaging our employees?

Core Learning

Adapted from Peter Hawkins – Leadership Team Coaching

External Internal

People Focus

Task Focus

Top Down with team coaching

Purpose issues Commissioning Do we have a clear and unique

commission?

Do we have a shared purpose?

Do we have a coherent direction?

“Just get it in” culture

Multiple stakeholders

Regional versus Divisional

No “one mind”

No overall SSC identity

Behaviour issues

Lack of trust in each other

Too similar skills

Competition across regions

Lack of identity

No aligned incentives

Co-Creating How effectively do we work together to

allocate, share, communicate?

What behaviours are helping or hindering?

Is there shared leadership?

Integrating team coaching with CI

Top

Middle

Bottom

Customer

Provide vision &

empowerment

LEADERSHIP STAND CI STRATEGY

Use CI approach

to turn problems into projects

Coordinate effort, share

information & lead

Continually scan business

context, become shapers of

strategy, provide the VOB

Participate in daily/weekly

dialogue and performance

huddles & improvement projects

Use unique perspective

upward, downward and

sideways to

Understand how things work

and get involved in the

solutions

Engage through VOC and

Build Partnerships

20

WHAT CAN WE LEARN AND

TAKE AWAY

Part 1

Questions This is for the body text

Why I became interested in CI

Work with the

natural social

Complexity and

dynamics of

organisational

life

In a way which creates

value and service to

the business

Time

Customer

CI

People

Cost

Learning

Interconnections not fixing one part at a time

Build capacity and capability not FIX a problem

Avoiding the trap of Project mentality rather than cultural change