Global Shared Service Centre Implementation

CHALLENGES

● Internal resistance due to past attempts to implement a more centralised organisation

● Skepticism about realisation of benefits by executive team

● Internal view that Shared Service Implementation would add ‘stress’ to growth plans

● Assessed potential benefits and route and built business case

● Created vision and journey, bought at CEO and executive team levels

● Delivered function synergies and gains in less than 6 months during stage 1 (“Centralisation”)

● Designed and standardised processes during stage 2 (“House-keeping”) creating a Service Factory model in about 1 year

● Optimised internal demand for services via Service Level Agreements (SLA’s) during stage 3 (“Demand Management”)

● Payback after 25 months with average IRR of 82%

● Average cost reduction per employee

> Accounts payable: 38%

> Human Resources: 26%

> Facilities Management: 26%