Managing Shared Services Change: Beyond Communications and Training

In this paper, we describe the principles, key events and dependencies that typically frame a shared services change management program.

Successful shared services operations are built on a unique operating model that includes elements of both centralization and decentralization.

This operating model is founded on the creation of a centralized, internal service delivery unit requiring corresponding changes to the way in which decentralized operating units operate.

Successfully implementing the shared services model requires a dual focus on building new capabilities and a service culture within the shared services organization, while successfully transitioning the operating unit organizations to be customers and partners. The change management effort involved in preparing the entire organization for the transition to a new shared services model is vital to its success.

Change management broadly describes the work needed to prepare an organization and its people for any significant change in the way they operate. The process encompasses many elements:

• Communication.
• Sponsorship.
• Ownership and accountability.
• Workforce transition and training.
• Change readiness.
• Implementation, rollout and stabilization.

Because of its importance to a successful outcome, the change management process should begin immediately—as soon as the decision to convert to shared services is made—and should end only once the governance model is in place and the transition to the shared services operation is complete.

The best approach to change management in a shared services program will depend on the program's context. Some key elements that drive the details of the program include:

• The overall strategy.
• The program's position.
• The physical location strategy for the shared service center.
• The workforce composition.
• The scope of shared services.

Accenture believes that all organizations should consider a universal set of key principles, events and interfaces/dependencies when developing their overall change management solution for a shared services program.

These principles are:

• Create a vision for the "global good."
• Expect the "valley of despair."
• Make it clear to sponsors that there is no turning back.
• Engage customers throughout the program.
• Communicate.
• Know what works and does not work in relation to the organization's culture.

The key events are:

• Assess the organization's ability to change.
• Conduct Customer Values and Requirements workshops.
• Secure shared services leaders early.
• Launch a sponsorship network.
• Agree on an end-to-end training strategy.

The interfaces/dependencies are related to the need for the entire implementation team to perform as change agents, in the following sequence:

• First, they perform a liaison function for getting user feedback.
  
  
• Second, the implementation team helps provide consistent communications.
  
  
• Third, they educate the users.
  
  
• Last, they both act as, and support, the change agents.