In an interview with the Global process expert source-to-pay at Clariant SE and the Head of Global Shared Services Finance & Accounting Senior Vice President at Heraeus Holding GmbH, SSON collected some interesting insights about employees involved in change processes and the centralization of functions. Read all German language questions and answers here for free: http://bit.ly/SSOW-FSSC-Interviews
SSON talked to Filippo Passerini, the former group president of GBS and Chief Information Officer at Procter & Gamble about how GBS became relevant to the entire organization; what's important when working with BPO partners; and much more. Read the full interview here for free: http://bit.ly/SSOW-Interview-Passerini
Today’s outsourcers and shared services operations are expected to deliver not just cost savings, but also innovation, agility, quality and growth. At the same time the bar has been raised when it comes to expectations with customers having lower tolerance for mistakes, delays or poor service. In fact, Gartner rates customer experience at the top of CEOs’ priorities for 2017. It is the ability for organisations to respond and adapt quickly to both customer requests and changing market circumstances that can provide that key point of differentiation.
Outsourcing has come a long way. I can remember publishing my first book in 2004 and still needing to explain the benefits to sceptical executives. This is not so common now that outsourcing has become an accepted part of boardroom strategy. Today, it’s more unusual to see that a company rejects outsourcing.
Once more, the validity of outsourcing in the public sector has been brought into question.
Just this week, the National Audit Office released a report on the UK government’s programme to transfer back-office functions to two shared services centres. The report outlines that although savings were made, so far to date, it has not achieved value for money.
As many of you know, in 2014 Outsource entered into a partnership with KPMG to produce the GBS Roadmap series of conferences focused on Global Business Services (GBS); these events (the first two of which took place last year in Stockholm and Amsterdam respectively) cater both to delegates looking to develop and implement a GBS strategy and to those already operating GBS who are now seeking ways to mature these established environments.
In this article I examine the question of whether an in-house or outsourced approach is best when transforming business support services such as HR, procurement, customer care, etc. So for example an organisation might ask itself: “Should we establish a robotic process automation (RPA) regime in our accounting operation or should we get a business process outsourcing (BPO) provider to run our accounting for us, which would include the deployment of its RPA regime?”