sson open house 5 disciplines of great transition teams
TRANSCRIPT
Who am I and why am I here?
22 years experience
Finance, Consulting
5 multinationals
Psychotherapy,
Constellations
MSc Organisational
Change
Systemic team coach
& facilitator
the wonderful
mysterious
world of SSCs
Strategic SSC
& GBS
planning
My background
•Outourced 150 fte to
Accenture in Chennai
•Set up 175 FTE Captive Finance SSC in
Budapest
•Turnaround of Latam SSC in Argentina
•SSC Leadership team coach
Set up of EMEA SSC
for Computacenter
Regional /
Functional SSC Discreet
SSC
Multi Function
SSC
Integrated
GBS
Time
Ben
efi
ts &
Co
mp
lexit
y
delivery of
discrete back
office
transactional
activity
Regional
delivery centres
typically more
than one
function
Consolidation of
multiple SSCs
into multi-
functional
strategy
Single GBS
function
integrated end to
end process
ownership
Where are we on our journey
Evolution in approach
• Change in approach from project led to organisation within an
organisation
• Long term strategy not chasing labour arbitrage around the
world
• Cultural fit is critical
• Iterations in thinking is crucial at the beginning, not Decide,
Locate, Bang
The 5 disciplines of fantastic SSC Transition Teams
2. Clarifying Can the team make sense of the
commission?
Creating goals and objectives
The right members & skills on the team
1. Commissioning What is the purpose of the SSC
What is our success criteria?
To what extent is it shared?
Does it support the business strategy?
3. Co-Creating Creating the detailed plan
Assessing the risks
Choosing the location
Understanding the change
Your SSC recruits are your team
4. Connecting Getting buy-in on the plan
Building relationships and engaging with stakeholders
Communicating
5. Core Learning
Adapted from Peter Hawkins – Leadership Team Coaching
External Internal
The “How”
The “What”
What is your purpose?
Cost Quality
Standardisation Short Term v Long Term
ERP Driver Controls & Audit
Value Partnership
But each of your stakeholders
will have a different view...
The 5 disciplines of fantastic SSC Transition Teams
2. Clarifying Can the team make sense of the
commission?
Creating goals and objectives
The right members & skills on the team
1. Commissioning What is the purpose of the SSC
What is our success criteria?
To what extent is it shared?
Does it support the business strategy?
Adapted from Peter Hawkins – Leadership Team Coaching
External Internal
The “How”
The “What”
Reflection questions:
• Have we devolved ownership to a “change team” for all the “soft” stuff
• Have we assessed the complexity before resourcing adequately?
• How do we know we have the right skills & capabilities?
• Have we spoken to those who have been through this before?
• Have we evaluated strategies which might better fit the purpose?
“Change management”...get real
The 5 disciplines of fantastic SSC Transition Teams
2. Clarifying Can the team make sense of the
commission?
Creating goals and objectives
The right members & skills on the team
3. Co-Creating Creating the detailed plan
Assessing the risks
Choosing the location
Understanding the change
Your SSC recruits are your team
Adapted from Peter Hawkins – Leadership Team Coaching
External Internal
The “How”
The “What”
Managing Risk –what you are getting into
22 Countries impacted
30 FTE Captive set up 1
Big bang wave of knowledge
transfer, at the same time
as implement new Oracle platform
Risk Rating
1 2 3 4 5
Latam 24 countries, 30 fte
EMEA 5 countries, 50 fte
If your project
Is mostly
In this zone
then you need
to rethink you
Change strategy
and
Governance
Functional
Challenge Process changes risk
System changes & risk
Context
Challenge
Stories from the past…
The way we do business here..
A question of belonging
Team
Challenge
Change skills/situation match
Formal Governance set up
Clear and agreed case/scope
No. countries/cultures
Change Context Assessment
Risk Rating
1 2 3 4 5
Latam 24 countries
EMEA 5 countries
Functional
Challenge Process changes risk
System changes & risk
Context
Challenge
Stories from the past…
The way we do business here..
A question of belonging
Team
Challenge
Change skills/situation match
Formal Governance set up
Clear and agreed case/scope
No. countries/cultures
Change Context Assessment
The 5 disciplines of fantastic SSC Transition Teams
3. Co-Creating Creating the detailed plan
Assessing the risks
Choosing the location
Understanding the change
Your SSC recruits are your team
4. Connecting Getting buy-in on the plan
Building relationships and engaging with stakeholders
Communicating
Adapted from Peter Hawkins – Leadership Team Coaching
External Internal
The “How”
The “What”
Walking in my shoes
Reflection questions back at the office:
• How well do we REALLY understand stakeholders perspectives
• How much do we expect the rational logic to win over emotion
• How well are we communicating (and listening)
• Do we improvise with our comms approaches or stick to rigid plan
• Who in our team is skilled in relationship thinking?
• Have you done your homework on change history of those impacted
Active Sponsorship still a major challenge
Help staff make sense of what needs
to change & why
Provide active and visible support
for the changes
Reinforce commitment through
informal interaction
Empathise with inevitable disruption
for individuals
Show genuine interest in progress
even when time pressured
Ensure the line are carrying out
equally effective roles
Empower the team with a very clear
mandate and commission
How important is building a great team?
•Experience versus cost •Short term win versus long term development •Cultural fit is key
Paradoxical life in creating an SSC
Adapt and improvise Have a detailed strategy,
plan and stick to it
It’s all about results,
“show me the money” It’s all about relationships
and interaction
Speed and Cost are key Quality and service is key
Sometime you just have
to do it to them You have to do it with them
Governance and client
framework Manage in the same style
as what works today
Re-test the approach...does it fit?
4. Connecting Getting buy-in on the plan
Building relationships and engaging with stakeholders
Communicating
Adapted from Peter Hawkins – Leadership Team Coaching
External Internal
The “How”
The “What”
Use tools & Maps but prepared to get messy
Use structured
approaches, tools
and “maps” to plan
your SSC journey
at the
same
time
Engage with the
messy, informal,
uncontrollable “real
world” of change