Agile organizations, cost reductions beyond reduced head count, continuous improvement and complete control over every and any data going in and out of the organization. Many large organizations have centralized their organization wide functions and processes to shared service organizations. The pro’s are obvious – why should many do what few can achieve and at the same time reduce cost and gain higher control.
There is something very interesting about shared service organizations and it has been for long. Depending on the nature of the shared service organization – is it completely outsourced or a part of the business and the nature of SLA’s and KPIs set between the SSO and the business – what can be expected? In what ways can you ensure agile organizations, cost reductions beyond reduced head count, continuous improvement and complete control over every and any data going in and out of the organization?
Part of the challenge is combining the desire to standardize and be efficient and that of adding value thus keeping costs as low as possible. At S2P Summit 2014 Tariq Boholm from Skanska will open up a discussion about the further development between the business and finance function. However you are organized today there are or will be – or should be – a debate about what could be if looking at SSO and business operations in a more holistic way.
The discussion will be about:
- How can a finance function meet the demand for cost efficient processes (standard) and the need to meet the market and customers with flexibility?
- How can we both focus on cost efficient services and processes and at the same time deliver services aimed at creating added value to the organisation/customer/business?
- How do we measure added value and in relation to what?
- What is added value from a business unit perspective?