1. KEY INITIATIVE Shared Services Function Management
Presenter's Name
KEY INITIATIVE Shared Services Function Management
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2. Overview: Shared Services Function Management
Top Challenges and How Gartner Can Help
To help shared services leaders evolve their organizational strategy, structure and talent management strategies to succeed in a constantly changing operating environment, our research will address the following common client questions:
How can we optimize our organizational structure to improve service delivery?
How can we mitigate employee resistance to change?
How can we expand our scope of services?
The Topics We Cover Include:
Shared services strategy and structure — Defining and refining the strategies to structure the delivery of services to internal “customers” across the geographic footprint of the enterprise.
Shared services talent — Ensuring talent management strategies are in place to source, develop and retain the competencies, skills and behaviors that drive organizational performance.
(Include graphic from KI Primer.)

3. Shared Services Strategy and Structure

4. Challenges with Shared Services Strategy and Structure1 2 3
Determining the appropriate organizational structure, including the split of global versus regional delivery
As shared services organizations grow in size, they become more matrixed and complex to manage.
49% of shared services leaders cite suboptimal organizational structure for service delivery as a problem, yet only 19% of them feel confident in their ability to solve it.
Deciding which processes should be owned by shared services and then getting the buy-in to own them
Shared services leaders are perennially looking for opportunities to improve the value they provide to customers.
40% of shared services leaders cite the inability to expand scope as a problem, yet only 17% of them feel confident in their ability to solve it.
Understanding the specific steps to take to advance the maturity of shared services and its ability to deliver value
Leaders often struggle to know if they are ahead or behind the curve in adopting best demonstrated practices and trends, and what the steps are to get there.

5. Questions your peers are asking
Topics
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Key Client Issues
Baseline Maturity
How does my organization’s maturity compare with other service centers?
What are my biggest opportunities to improve and grow?
Strategic Planning
How do I go about the process of strategic planning for shared services?
What are the typical components of a shared services strategic plan?
Process Scope
How does my portfolio of services compare with other service centers?
Which additional processes should I include in my portfolio?
Global vs. Regional
Which processes are the best candidates for global delivery?
How do I reduce the number of requests for customization?
Governance
What are best demonstrated models of effective shared services governance?
How do I empower the best people to make decisions?

6. Capabilities support each stage of your initiative
Diagnose current state
Assess the maturity of your shared services organization and execute a plan for improvement using Gartner Finance Score for Shared Services.
Evaluate your opportunities to expand scope and geographic reach, as well as evolve your service delivery model, with our Scope and Geographic Support Assessment.
Explore organizational structure archetypes, the key drivers of each and the prerequisites to determining a new structure using our research on Key Drivers of Shared Services Organizational Structures.
Develop your plan
Establish objectives for shared services, align objectives with enterprise goals and build a strategic plan document using our Ignition Guide to Strategic Planning.
Implement the three components of an effective governance framework using our research on A Framework for Effective Governance.
Understand how other shared services organizations are structured using our Organization Chart Library.
Review and compare mission and vision statements to support your new strategy using our Mission and Vision Library.
Execute and drive change
Learn how to sustain a successful multifunctional model and drive long- term value with our research on Key Imperatives for Multifunctional Shared Services Success.
Unlock the potential of sustainable process standardization using our research on Global Process Organizational Models.
Embed problem-solving behaviors into your organization using our research on How to Build a Problem-Solving Culture by Cultivating Will.
Learn that GBS is a common name attributed to a mature shared services organization in our research on Understanding Global Business Services and Maturity.

7. Gartner support organized against your timelines
Activity Roadmap
Initiative
0-90 Days
Days
Shared Services Strategy and Structure
Examine the overall mission, vision, and value statements from leading companies to pressure test the validity of your own with the Mission and Vision Library.
Complete our Scope and Geographic Support Assessment to identify products or services to add to your shared services portfolio.
Attend a webcast to learn about Shared Services Trends and Best Practices.
Phone Consultation: Review your current shared services strategic plan and receive direct feedback from an advisor regarding appropriate next steps.
Identify opportunities to improve the customer perception of value in our presentation entitled Measuring and Communicating Shared Services Value.
Validate your key initiatives with the focus areas identified in our white paper, Three Focus Areas That Drive Maturity.
Phone Consultation: Deep dive into the Gartner Finance Score for Shared Services to understand the areas covered and the benefits available as a result of participation.
Understand the benefits of implementing a GPO model for all end-to-end processes in our white paper, Global Process Organizational Models.
Review our use case library for Robotics and Analytics to understand how those tools can help you drive additional value for your internal customers.
Phone Consultation: Review your current delivery model with an advisor and discuss options related to both global vs. regional as well as captive vs. outsourced delivery models.

8. Comprehensive support for the finance leader
Finance Leader Effectiveness
Personal Effectiveness
Change Management
Finance Function Management
Finance Strategy and Org Structure
Finance Talent
Cost Optimization and Working Capital
Cost Structure
Working Capital
Indirect Spend Management
Indirect Strategic Sourcing
Indirect Category Management
Financial Data and Analytics
Financial Data Management
Finance Analytics
Metrics and Management Reporting
Budgeting, Planning and Forecasting
Budgeting and Planning
Forecasting
IT Finance
Internal Control and Technical Accounting
Internal Controls
Technical Accounting
Tax and Accounting Processes
Tax Operations
Record to Report
Real Estate Functional Management
Customer Relationship Management
Real Estate Strategy and Org Structure
Shared Services Functional Management
Shared Services Strategy and Structure
Shared Services Talent
Real Estate Optimization
Portfolio Strategy
Workplace Strategy
Shared Services Optimization
Shared Services Performance Management
Customer Relationship Management
Procurement Function Management
Strategy and Org Structure
Talent Management
Strategic Influence
Emerging Trends
Indirect Supplier Relationship Management
Indirect Supplier Performance Management
Indirect Supplier Innovation
Indirect Supplier Risk Management
Financial Strategy and Investor Relations
Capital Structure
Capital Allocation
Investor Relations
Finance Technology Optimization
Digital Technology in Finance
Finance Technology Strategy and Selection
Emerging Technologies and Trends
Cyber Security and Digital Risk Management
Procurement and Strategic Sourcing Applications
Procure-to-Pay Applications
Contract Lifecycle Management
Strategic Sourcing Applications
Driving Cost Optimization Across the Enterprise
Baseline Efficiency and Effectiveness
Cost Optimization Plan Development
Cost Optimization Plan Execution
Communication and Leading Change
Leading the Next Generation Workforce
Key Trends
Emerging Critical Skills
Key Talent Segments
Leadership Style and Structure
Driving Digital Business Transformation for Industry Leadership
Functional Digitization
Digital Business Transformation
Digital Business Strategy and Innovation