Any strategy is not better than its execution. Any execution is not better than a holistic view on what works and what does not work. But given that – when you know what works and not – how do you move from that understanding to change and improvement?
The set up between a shared service organization and its customers have a very interesting dynamic. More defined units often cannot be found. And at the same time – in order to reach that full potential, a close relationship and win-win strategies need to be executed.
At Ericsson, the Shared Service Organization (SSO) manage two processes within Purchase to Pay: indirect spend purchases and invoice to pay processes. They have robust regional governance structures with the same challenges as most – how do you move from knowing what needs to be improved, internally, externally and between the SSCs and the business/customer and actually making it happen. Here you will share and discuss experiences in governance execution.
- What does your governance structure look like?
- How have you defined ”who does what” within your governance structure?
- How do you align business needs with SSO governance structures?
- How do you ensure continuous improvement between the business and SSO and incorporate change management needs?
Moderator: Ragnar Dellcrantz, Project Mananger Shared Services Organization, Ericsson