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The 2012 Public Sector and Education Shared Services Summit: Pathways to Transformation was held June 20-22 at Harvard University in Cambridge, MA. In support of the event, Accenture engaged in a robust social media schedule up to and during the conference, posting updates live from the Summit on Twitter (#SharedServices).
The event kicked off with an inspiring keynote presentation, “Lessons Learned on the Pathway,” provided by Teri Takai, CIO for the U.S. Department of Defense. Drawing on her experience with transformation efforts across the private and public sectors, she shared personal insight into her experiences with moving shared services forward.
An exciting session led by Dan Curtin, Vice President of Operations and Service Quality for Zipcar, discussed the “win-win-win” customer-centric business model of their car sharing business, and revealed how leaders can both respond to the sharing economy and leverage it for improving government. Greg Wass, CIO of Cook County, IL, provided practitioner insight explaining how the greater Chicago area is moving forward through transformation efforts by launching open data sites. By making a lot of data accessible and encouraging its use by citizens, the County is working to evolve this same sort of sharing economy as Zipcar to deliver services.
The Texas Department of Licensing and Regulation (TDLR), represented by Executive Director William Kuntz, is a revenue-generating, self-sufficient shared services enterprise. Kuntz revealed to secret to TDLR’s five-fold growth increase over the past 10 years—establishing a clear governance model; fostering a customer service culture; standardizing policies and rules; leveraging of enabling technologies; and creating functional alignment across programs. He also introduced participants to the organization’s operating model, which has an emphasis on governance, functional alignment and a service-oriented culture.
A panel discussion about aligning the c-suite to finance shared service initiatives was presented by Massachusetts’ own c-suite team: Paul Dietl, Chief Human Resources Officer, Marcie Desmond, CIO, John Glennon, Deputy Commonwealth Chief Information Officer, and Martin Benison, Comptroller . The group shared personal insights and experiences from their own successful efforts to underscore the importance of aligning stakeholder interests, perceptions, priorities and viewpoints to gain the understanding needed by CEOs, CIOs, CBOs and directors to finance shared services initiatives.
The three-day event culminated with the closing session “Mobilizing for Action: Next Steps on our Shared Services Pathway,” which recapped key lessons learned from the Summit “Work Out” sessions, and engaged discussion about what the Summit and Shared Service Community of Practice should do next to surface new ideas for community learning, involvement and moving shared services forward.
Check back often for new videos, presentations, and content from the 2012 Public Sector and Education Shared Services Summit.
The fifth annual Summit proved to be as informative and insightful as ever, featuring compelling speakers and guests covering timely topics. The program agenda included panel and case study sessions covering issues important to public service and education leaders and organizations. Participants shared best practices and ideas about the risks and rewards of shared services, and had the opportunity to learn from a community of leaders who are developing and implementing shared services and cross-jurisdiction collaboration in government and education.
Participants left the Summit with the strategies and tactics necessary to travel the following five pathways of transformation:
In addition to the Summit sessions and time on the Harvard campus, the Summit experience integrated pre, during and post-event learning via the exclusive Shared Services Summit Community of Practice – an online collaborative community that helps practitioners connect with peers, find other leaders that are innovating, learn about best practices, share information and tools and support their transformation efforts.
At Accenture, we are continually updating our growing reservoir of knowledge. Whether it’s research, insights or case studies, our library of findings and observations in the arena of shared services continues to grow.
Breaking the Status Quo: Shared Services' Future in Government and EducationThe real value of shared services has always been in helping get more out of what organizations are already spending. An increased focus across functions, government entities and success metrics, coupled with new delivery models and top-down incentives, will redefine the status quo. Government and education leaders of the future will think more broadly and creatively on how the new vision of shared services will enable them to continue and improve upon the successes of the past.
Cross-Jurisdiction Collaboration: New Models for State, Regional and Local GovernmentsCross-jurisdiction collaboration has emerged as a very powerful and relevant vision shaping the future of state and local government across the globe. For this paper, Accenture analyzed more than 90 domestic and international case studies, conducted interviews with public sector leaders and gathered data from government websites and thought leadership from several think tanks. The result of the analysis is that the current scope of cross-jurisdiction collaboration models covers a wide spectrum. And the best of these models and efforts are the future of effective and efficient state and local government.
Joining Forces—From February 2011 Outlook JournalThe ravages of the Great Recession have left municipalities from Waco, Texas, to Wellington, New Zealand, awash in red ink. The good news is that they have begun to stanch the flow. Indeed, when Accenture recently investigated government responses to the crisis, we discovered that more and more jurisdictions worldwide are joining forces to tackle it. By merging, coordinating or consolidating services such as police, fire and transportation, for example, city councils in California have significantly reduced wasteful duplication. And some jurisdictions have reached outside the public realm, seeking efficiencies by partnering with private entities—or by outsourcing services to them. Our research, which was conducted in the summer of 2010 and included in-depth interviews with more than 30 public-sector leaders in the US and experts in government, and from which we developed more than 70 case studies, also revealed newer models of collaboration.
Cross-Jurisdiction Collaboration: A Formula for the FutureCross-jurisdiction collaboration has the potential to not only dramatically reduce the cost of government, but also preserve and improve local decision-making and service provision to citizens. And, most important to the citizens that government serves, it can improve overall effectiveness and efficiency. A result of the Harvard Shared Services Summit, this piece illuminates the research, analysis and insights gathered for and during the summit.
Shared Services Horizons of Value: Leadership Lessons on Accelerating Transformation to High PerformanceCreating value in these turbulent times is a defining challenge for public service leaders. Grappling with the economic downturn, organizations have already been forced to make painful choices about program and service cuts—all while constituents are demanding more services, transparency, accountability and value from government. But today’s cost- containment measures cannot be built on one-off tactics for immediate relief. They must be driven by structural and efficiency improvements that enable sustainable innovation for the long term. A downturn of this magnitude requires a new mindset, not just a retread of traditional responses.
Driving High Performance through Shared Services: Accenture Capabilities and QualificationsShared services has been prominent in the private sector for more than 20 years. More recent adopters—many public-service organizations—have also had great success with the shared services model. Organizations’ commitment to process excellence and the technological advancements that continue to re-shape the way the world works have driven the shared services model’s remarkable growth so far, and spur its trend of continued progression across all industries including government and higher education.
Building High Performance Government Through Lean Six Sigma: A Leader’s Guide to Creating Speed, Agility and EfficiencyNo corner of government has been spared from turmoil in recent years. Most organizations have faced severe budget cuts, increased demand for services, unanticipated additional responsibilities and calls for “improved performance.”To meet these challenges, government and public service agencies typically had only two choices: increase the budget to increase services, or cut services to balance the budget. Now, there is a third option—operational excellence. And it has been implemented in the private sector—with great success—for more than two decades.
The Case for Shared Services in the Public SectorAccenture believes governments are more than just ready for shared services—governments need shared services. The combined forces of increased citizen expectations, fiscal constraints and workforce demographics require governments to do much more with much, much less. These factors provide the impetus for clearing many of the political, statutory and organizational obstacles that historically have stood in the way of governments adopting shared services. This whitepaper explores shared services in the public sector and important consideration including how to get started.
Maximizing the Value of Public Sector Shared ServicesGovernments around the globe have been fighting a common battle on three fronts. On the first, a global downturn in the economy has led to increased fiscal pressures and difficulties in balancing budgets. On the second, growing expectations that public-sector organizations need to be more accountable to stakeholders and deliver better public services have left governments struggling to provide more citizen-focused services with less funding. On the third, impending labor shortages as an aging workforce retires means many governments will find it difficult to retain the knowledge workers needed to run their operations. In this study, we show how the drive toward high-performance government can be supported through implementing shared services.
Keys to Successful Public Sector Shared Services Implementations: Focus on GovernanceThis paper focuses on the governance structures and tactics most conducive to successful public sector shared services implementations. Government shared services are implemented primarily within the four critical functions of human resources, finance, procurement and information technology. Accordingly, we conducted in-depth interviews with public service executives from each of those four functions who have successfully implemented transformational shared services programs.
Achieving High Performance through Shared Services: Lessons from the Masters For several decades now, shared services has delivered impressive results for companies in terms of cost, quality, productivity, customer service and other key business metrics. Organizations have already seen that shared services works. Now, Accenture’s 2009 global shared services study shows that demand for expanding shared services’ scope and geographic reach has truly exploded.
Video: The Culture of a High-Performing Shared Service Organization – The big opportunity within shared services is the possibility of engineering a high-performance organization. Rodney Bergman, a senior executive in Accenture Management Consulting, argues that while there is no ideal culture, there are some key characteristics, including a bias toward action, orientation toward service, and a bias toward continuous improvement and away from waste.
View the following videos from the 2011 Summit:
Shared Services: 2012 Summit – Pathways to Transformation – The 2012 Public Sector and Education Shared Services Summit will provide government and higher education professionals a forum to share best practices and openly dialogue about their challenges, successes and new initiatives. This video details the benefits of attending this event held annually at Harvard University.
Shared Services: Achieving Short Term Savings Through Strategic Sourcing – States, municipalities, and higher education organizations have buying power. This video discusses how to leverage the spend that exists within your entities to fund a shared services approach.
Shared Services: Communicating Success – Consistently delivering on project goals and touting your achievements is key to effectively communicating your success. This video presents concepts for communicating shared services successes, including the importance of engaging a third party and acquiring feedback from customers.
Shared Services: Gaining Significant Value from ERP Systems – Organizations can more easily embrace the transition to shared services through the use of core information technology systems like enterprise resource planning (ERP). This video discusses how ERPs are essential to the public sector’s efforts to reduce costs and improve service.
Shared Services: Generating Capacity and Value – Moving to a shared services operating model yields a wealth of operational improvements. This video discusses the importance of beginning with a clear vision of success and developing a step-by-step plan for achieving that vision when launching a shared services program.
Shared Services: Good Governance – Good governance is decision making at multiple levels – executive, managerial and tactical. This video discusses the importance of having all three levels accounted for in your governance model and ensuring they are part of your operational rhythm.
Shared Services: Investing in People – Shared services uses business process reengineering and automation to make work as replicable as possible, but how do you keep your workforce engaged throughout the process? This video outlines how to mobilize your employees to move shared services forward.
Shared Services: Managing and Cultivating Change – Change management is an ongoing process requiring constant communication with key stakeholders. This video explains the process of involving the right people from across your organization, determining what you can realistically change, and providing top-notch training and development to implement those changes.
Shared Services: Perspectives on Leadership – To be successful, a shared services organization requires strong leadership. This video demonstrates how to develop that leadership within your organization, how to align a team with its talents, and why it is important to close gaps in your organization’s leadership structure.
Shared Services: Supporting the Mission of Government Agencies – Today’s public sector organizations are faced with the task of doing more with less. This video discusses how shared services can effectively streamline back office processes thereby enabling a greater focus on delivering upon the organizations’ key missions.
Leadership for a Networked World and Accenture are convening the 2012 Public Sector & Education Shared Services Summit at Harvard University.
AccentureAccenture is a global management consulting, technology services and outsourcing company, with more than 246,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$25.5 billion for the fiscal year ended Aug. 31, 2011. Its home page is www.accenture.com.
Leadership for a Networked WorldThe mission of Leadership for a Networked World is to help leaders activate innovations and realize transformations that generate capacity and sustainable public value.
Founded in 1987 at the John F. Kennedy School of Government at Harvard University by Dr. Jerry Mechling, LNW is now a think-tank that works with Harvard and academic institutions globally to provide uniquely powerful leadership summits, transformation programs, and advisory services. Since 1987, LNW (E-government Executive Education—“3E” prior to 2005) has conducted more than 200 learning events and gathered more than 12,000 alumni globally.
Currently, LNW initiatives are focused on the global “capacity challenge”: Structural deficits, demographic changes and citizen demands are rapidly changing the operating environment and competitive landscape of government, pressuring ability to provide public value.
To succeed in this new era, leaders must transform organizational capacity to deliver current services, create new solutions, increase transparency and equity, and—most importantly—help people, families and communities realize their full potential.
Transformations of this magnitude require leaders to envision, launch and grow innovations in both their organizational model and technology model. Increasingly, these innovations are moving across traditional organizational boundaries—departments, jurisdictions, branches of government and sectors of society—and represent the next wave of the many opportunities and challenges opened by information and communication technologies and network-enabled organizational models. To ensure success, leaders have to make difficult decisions and choices about the level of reform and the pace of adaptation, and LNW helps guide the journey. For more information, visit www.lnwprogram.org.
The Accenture team understands the challenges you face. Our highly-skilled professionals have deep consulting and technology expertise, and vast client experience working with private and public sector organizations—together creating a talented team of problem-solvers.Jen BolcarGregory CondellGary DuncanRobert FriessNedda IrigarayPeggy KrendlLisa LagusDavid MetnickTim MouldLiz RosaTina SchimmentiGeoff SchumanPallavi VermaDavid WilsonRandall Wozniak
Jen BolcarSenior Executive
Jen Bolcar is a senior executive in Accenture’s Talent & Organization Performance group. She has more than 17 years of experience managing enterprise programs and large-scale transformational change projects. She specializes in shared service delivery, organization transformation, and has deep functional skills in human resources and payroll. Bolcar's experience is with both private and public sector clients on large-scale ERP implementations and shared services. Her clients include the Metropolitan Transit Authority, the City of New York, and United Parcel Service.
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Gregory CondellSenior Manager
Greg Condell is a senior manager in Accenture’s Finance and Performance Management group. For the past nine years, he has been working exclusively with public sector clients in shared services and finance process improvements. Sample client experiences include the Chicago Transit Authority, Miami Dade County, City of Portland, Cook County, Columbia University, General Services Administration, Nassau County, The State of Georgia and the Metropolitan Transportation Authority of New York. Condell’s client work spans business case development, solution architecture, implementation planning, and large scale implementation projects. A former chief financial officer he is a licensed CPA in Illinois and holds an MBA from the University of Chicago with a concentration in finance and strategy.
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Gary DuncanSenior ExecutiveGary Duncan is a senior executive in Accenture’s Management Consulting organization. He started working in the shared services arena in 1991 and has been responsible for Accenture’s shared services consulting practice over the last eight years. Duncan developed Accenture’s shared services full life cycle development methodology and toolset, has written multiple articles on shared services, has led Accenture’s global shared services research studies, and has responsibility for Accenture’s annual Global Shared Services Conference. He has assisted organizations across many industries, including public service and higher education organizations, to define and deliver their shared services strategies.
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Robert FriessSenior Executive
Robert Friess is a senior executive in Accenture’s Health & Public Service group. His expertise is with both private and public service clients on strategic sourcing and procurement modernization programs. He specializes in opportunity assessments, business case development, procurement policy strategy, strategic sourcing implementation, procurement shared services operations and organization design. Friess is recognized for helping the Commonwealth of Pennsylvania complete one of the most sweeping procurement transformations in state government history. His other clients include the state of New York, state of Texas, University of Texas, United States Department of Health and Human Services, Comerica Bank, First Horizon, Applied Materials and Hewlett Packard.
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Nedda IrigaraySenior Executive
Nedda Irigaray is a senior executive in Accenture’s Health & Public Service – Finance & Enterprise Performance group. She specializes in large scale global transformation projects for Finance and Supply Chain, which have included shared services and ERP implementations. She is a contributor to the planning and execution of Accenture’s Global Shared Services Conference and presents on global shared services call-and-learns as a subject matter expert. Irigaray's clients include Ascension Health, Partners Healthcare, MedStar, Massachusetts Department of Transportation, Amtrak, United States Postal Service and Queensland Government-Australia.
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Peggy KrendlSenior Executive
Peggy Krendl is a Senior Executive in Accenture’s Finance & Performance Management group. She specializes in all aspects of shared services, from design through implementation. She has also conducted finance organization diagnostics, including benchmarking. Krendl is the author of three shared services Points of View: Selecting the Shared Services Location and Designing an Effective Facility, Managing Shared Services Change and Managing Workforce Transition. Her clients include New York Times, The Tribune Co., Marriott, SAP, Nortel, Nabors, Canada Post, KBR Baker Hughes and Devon Energy.
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Lisa LagusSenior Executive
Lisa Lagus is a senior executive with Accenture’s Health & Public Service group. She has more than 15 years of human resource and payroll implementation experience, specializing in deployment of large-scale, public sector ERP, human resources and payroll projects. Lagus’s experience in the public sector includes the state of New York, Connecticut, Ohio and Massachusetts, and City of New York and Boston. She is currently leading the HR/ Payroll Shared Services/ ERP implementation at the New York Metropolitan Transportation Authority (MTA).
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David MetnickSenior Executive
David Metnick is a senior executive in Accenture’s Management Consulting practice specializing in public sector clients. Metnick is a guest lecturer at the University of Michigan Gerald R. Ford School of Public Policy and The George Washington School of Business, and is a speaker at various industry forums. He was recipient of Accenture’s Thought Leadership Award for supporting research in the book Workforce of One: Revolutionizing Talent Management through Customization (Harvard University Press 2010). Metnick has advised more than 20 government, education, healthcare, and industry clients in designing and developing administrative transformation, human resources, talent and organization, and shared services strategies and solutions. He led Yale University’s multi-year HR transformation program to improve faculty and staff services and is currently leading an administrative transformation program for a large public research university and health system.
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Tim MouldSenior Executive
Tim Mould is a senior executive in Accenture’s Finance & Performance Management group and works with Accenture’s Public Service clients. Mould is currently the Shared Services client lead at the State of Ohio. He focuses on helping organizations to formulate and implement operational strategies to drive growth and efficiency through lean re-engineering, shared services, outsourcing and strategic IT investment. He has a broad portfolio of project experience across business functions including both upfront strategy and planning engagements as well as large-scale global transformation program management projects. Mould has led engagements shared services, SG&A cost reduction, re-engineering of finance operations, finance & accounting BPO, field operations, forecasting, inventory management, S&OP, and ecommerce. He has led global transformation programs focused on implementing BPO, ERP, and shared services. His clients include companies in the following industries: customer self-service devices, IT HW, IT services, telecomm equipment, consumer electronics, software, aerospace and defense contractors, the US Department of Defense, fire & security services, printing services, and retail. Prior to joining Accenture, Mould was a software engineer. He has traveled extensively in Asia and Europe. Mould received his B.S. in mathematics from the University of Notre Dame, and his MBA and MA in Asian Studies from Cornell University.
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Liz RosaSenior Manager
Liz Rosa is a Senior Manager in Accenture’s Finance & Enterprise Performance group. She specializes in operating model design, organization design and development, change management, and transition activities for shared services implementations. She is the author of numerous Shared Services Points of View, including Ensuring Successful Shared Services Implementation: From Vision to Operation, Shared Services Management Process: The Keys to Attaining and Sustaining High Performance in Shared Services, and Reorganizing Business Functions to Maximize Shared Service Value. She is also a contributor to Accenture’s annual Global Shared Services Conference. Her clients include American Water, L’Oreal USA, National Grid (formerly KeySpan Energy), Holcim (US)/St. Lawrence Cement, Yale University, New York University, and the Commonwealth of Massachusetts.
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Tina SchimmentiSenior Manager
Tina Schimmenti is a senior manager in Accenture’s Finance & Enterprise Performance practice. She specializes in shared services and administrative transformation, with functional expertise in procurement and finance. Schimmenti has led transformation programs in both the public and private sector, with experience in operating model design, benchmarking, business case development, business process re-engineering, organization design, technology implementation and service management development. Her public service clients include Yale University, the University of Massachusetts, New York University and the State of Ohio.
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Geoff SchumanSenior Manager
Geoff Schuman is a senior manager in Accenture’s Finance & Enterprise Performance group with over 12 years of experience leading large, complex business transformations and continuous improvement programs from strategy through implementation, including business strategy and operating model definition, governance, organization design, business process reengineering, enabling technologies, performance measurement, customer experience and contact centers, workforce transition, training and change management. He is a regular speaker and key contributor to Accenture’s thought leadership on shared services and has authored a number of Accenture Points of View. Schuman's clients include the United States Department of the Treasury, Pepsi Bottling Group, National Grid, Ernst & Young, Sun Chemical, New York City’s Metropolitan Transportation Authority, State of Ohio, Merck, Humana, ExxonMobil, Halliburton and Yale University.
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Pallavi VermaManaging Director
Pallavi Verma is responsible for Accenture’s State, Provincial & Local Government Operations & Management Industry unit that is focused on improving both efficiency and effectiveness in the administrative functions for public sector and educational organizations. Her team also works with clients on enterprise resource planning (ERP) implementation strategies, performance measurement techniques, shared services operating models, shared services implementations, identification and implementation of rapid cost reduction ideas, technology and infrastructure consulting, and business process benchmarking. Verma joined Accenture in 1987, and has worked with various public sector entities and higher education institutions to implement revenue and ERP systems.
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David WilsonManaging Director
David Wilson is the managing director of Accenture’s State, Provincial & Local Government client service group that offers innovative human services, revenue, and finance and administration solutions for the full spectrum of public sector organizations. With Accenture since 1984, Wilson has worked with numerous governments and universities to help them operate more effectively and efficiently, with a focus on back-office transformation and shared services. In the current economic environment, Wilson and his team are focused on introducing new capabilities for cross-jurisdiction collaboration designed to help fiscally constrained public sector entities restructure and reform their operations to do better with less.
Wilson has authored whitepapers on shared services and cross jurisdiction collaboration in the public sector, and has been a featured speaker on government efficiency and effectiveness at the Harvard Leadership for a Networked World Program, the National Association of State Auditors, Controllers and Treasurers (NASACT), the Association of Government Accountants (AGA), the National Association of State CIOs (NASCIO), and Oracle OpenWorld. He has been quoted in government industry periodicals such as Government Technology and Public CIO. Contact me: email@example.com
Randall WozniakSenior Manager
Randy Wozniak is a senior manager in Accenture’s Customer Relationship Management group. He specializes in the design and implementation of service center start up, optimization, and consolidation activities. Wozniak has deep expertise in coordinating enabling technology designs that include enterprise CRM applications, telephony and performance management solutions. Over the past 10 years he has worked with clients in the public service, payer, pharmaceutical, provider, consumer goods, and telecommunications industries. Wozniak is currently working with payer clients on the transition toward a consumer centric healthcare Point of View. In addition to client engagements, Wozniak is a member of the Service Transformation Contact Center Optimization Specialty Group within Accenture. His focus within this group includes the review of emerging contact center technologies, integration of technologies into enterprise solutions, and change management activities related to increasing user adoption.
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February 24, 2012
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