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While centralization of functions is the foundation for shared services, Accenture research shows that to deliver high performance, a shared services model needs to go much further.
It must emphasize collaboration, with shared responsibility for both client satisfaction and end results.
In the 1990s, when many organizations consolidated their back-office processing into a single corporate center, the input from operating units was limited. This meant centralized organizations tended to suffer from process exceptions, ineffective service management and ultimately customer dissatisfaction.The management shortfalls were evident in:
Simply put, customers were not treated as partners in a service with joint responsibility for success.
By completing the transition to a true shared services model, centralized organizations suffering from suboptimal cost and service performance can increase shared accountability for outcomes and reduce end-to-end processing costs, thus improving customer satisfaction and leading to high performance.The transition from centralization to shared services should include four initiatives:
May 23, 2007
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