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Annual Shared Services and BPO Conference 2013
Managing change, politics and stakeholders
In an environment which is resistant to the
shared services concept
Jamie Davies
Who am I and why am I here?
21 years experience
Finance, Consulting
5 multinationals
Psychotherapy,
Constellations
MSc Organisational
Change
Leader, coach
& facilitator
the wonderful
mysterious
world of SSCs
Strategic SSC
& GBS
planning &
Org Design
How many of you…?
…have experienced an SSC
transition or outsourcing?
…which had fantastic & active
sponsors?
…who had invested and resourced
for change management?
…which had no hiccups along the
way and went exactly to plan?
Today’s Tools & Techniques session
BT’s SSC
Journey so
far
Tools Case studies
“What tools could we use to inform change
management planning?”
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 – 3 years in
What’s our current state?
Finance
regional
delivery
centres
4 Regional centres, Budapest, Delhi,
Buenos Aires, Bristol
1000 FTE in captive / outsource blend
18 Transition waves globally
134 Countries supported
Typical TP & Close
Activity, Controls,
Reporting
6 4 10
7 2
Typical SSC / GBS challenges
Clear executive direction &
sponsorship
Transition planning &
execution
Managing the change
Managing people & talent
Delivery of intended goals
Creating a clear brand
platform for growth
We know clearly where
we need to focus and
transform
Testing out some tools on our BT case studies
Project Complexity
Can tools help us be more proactive and prepared?
Managing the Task
(Project Management
Zone)
Task & Process Complexity
So
cia
l &
Po
liti
cal C
om
ple
xit
y
What distinguishes complexity for different SSC types?
Managing
Innovation
Managing the
Relationship
(Political
Zone)
Managing new
Solutions
(Creative
Zone)
High
High
Managing the Task
(Project Management
Zone)
Managing the
Relationship
(Political
Zone)
Managing new
Solutions
(Creative
Zone)
Task & Process Complexity
So
cia
l &
Po
liti
cal C
om
ple
xit
y
What distinguishes complexity for different SSC types?
Captive
Insourcing
Outsourcing
GBS
High
High
Captive
Co
mp
lexit
y
What have we learned that we need within BT?
Insourcing
Outsourcing
Execution &
Discipline
Focus Skills Key Point
Project
Management
BPO Skills
Relationship
Team
Composition
Change
Management
Experienced
OD / Change
practitioners
Fantastic
Transition
team
pre&post
Service
Management Engagement
Model
• Are we driving a “change management by numbers” approach?
• Have we devolved ownership to a “change team” or HR?
• 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 looked at strategies beyond the usual internal comms?
Take away reflection questions
Testing out some tools on our BT Case Studies
Project Complexity
Can tools help us be more proactive and prepared?
Context Assessment
The Latam Story…A game of Rugby not Tango
24 Countries impacted
30 FTE Captive set up 1
Big bang wave of knowledge
transfer, at the same time
as implement new Oracle platform
The EMEA story, was it Chess or Improvisation?
3 Pilot regions
50 FTE captive set up
1 Strike
5 Previous outsource transitions
the Project team had already
experienced
Risk Rating
1 2 3 4 5
Latam 24 countries
EMEA 5 countries,
If your project
Is mostly
In this zone
then you need
to rethink your
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
Testing out some tools on our BT Case Studies
Project Complexity
Political stakeholder map
Can tools help us be more proactive and prepared?
Context Assessment
The traditional Stakeholder Map, does it help? In
tere
st
Low Power/Importance
Manage Closely
Keep Informed Monitor
Keep Satisfied
Region
CFO SSC
Sponsor
CFO
CFO CFO CFO
CFO
Region
CEOs
CFO
High
Low
High
Need to “Manage Closely”,
but what does it mean
Really?
Active
Passive
Po
sitiv
e
Neg
ati
ve
Need sufficient movement and
presence of power in Green to
enable success?
ADVOCACY & OWNERSHIP
SUPPORT & BUY-IN AVOIDANCE
RESISTANCE
The alternative political Stakeholder Map
Region 1 – The Big Bang 3 years ago
Active
Passive
Po
sitiv
e
Neg
ati
ve
ADVOCACY & OWNERSHIP
SUPPORT & BUY-IN AVOIDANCE
RESISTANCE
Region
CFO
SSC
Sponsor
CFO
CFO
CFO
CFO
CFO
CFO
SSC
Team
Region
CEOs
Sub-
Region
CFO
Region 1 – 3 years later, stop & re-engage
Active
Passive
Po
sitiv
e
Neg
ati
ve
ADVOCACY & OWNERSHIP
SUPPORT & BUY-IN AVOIDANCE
RESISTANCE
Region
CFO SSC
Sponsor
CFO
CFO
CFO
CFO
CFO
CFO
SSC
Team
Region
CEOs Sub-
Region
CFO
Group
Audit
Region 2 – 12 months preparation…
Active
Passive
Po
sitiv
e
Neg
ati
ve
ADVOCACY & OWNERSHIP
SUPPORT & BUY-IN AVOIDANCE
RESISTANCE
Region
CFO SSC
Sponsor
CFO
CFO
CFO
CFO
SSC
Team
Region
CEOs
Region 2 – Avoidance, delay, scepticism, scars…
Active
Passive
Po
sitiv
e
Neg
ati
ve
ADVOCACY & OWNERSHIP
SUPPORT & BUY-IN AVOIDANCE
RESISTANCE
Region
CFO
CFO
CFO
CFO
CFO
SSC
Team
SSC
Sponsor
Region 2 – Confronting the problem (because of mandate)
Active
Passive
Po
sitiv
e
Neg
ati
ve
ADVOCACY & OWNERSHIP
SUPPORT & BUY-IN AVOIDANCE
RESISTANCE
Region
CFO
CFO
CFO
CFO
SSC
Team
SSC
Sponsor
Region 2 – Trust, engagement & partnering
Active
Passive
Po
sitiv
e
Neg
ati
ve
ADVOCACY & OWNERSHIP
SUPPORT & BUY-IN AVOIDANCE
RESISTANCE
Region
CFO
CFO
CFO
CFO SSC
Team
SSC
Sponsor
Region 2 – Powerful foundation & cases for next wave
Active
Passive
Po
sitiv
e
Neg
ati
ve
ADVOCACY & OWNERSHIP
SUPPORT & BUY-IN AVOIDANCE
RESISTANCE
Region
CFO
CFO
CFO
CFO SSC
Team
SSC
Sponsor
CFO
CFO
CFO
Individual
Systemic Cultural
It’s personal…multiple interpretations,
responses, therefore actions.
What is the personal frame of
reference of your
key stakeholders?
It’s not just personal…there
are structures and forces
which impact your context.
“What are the systemic
characteristics of your org?”
It’s not just personal,
identity and behaviour
shaped by the contexts in
which we work is your
cultural style of doing
things?”
You have to work WITH your unique context, not against it
Take away reflection questions
• How well do we REALLY understand stakeholders perspectives?
• How much do we expect the rational logic to win over emotion?
• Have we considered what is really changing for who at every
stakeholder group level?
• Do we improvise with our comms approaches or stick to rigid plan?
• Who in our team is skilled in relational thinking?
• Have you done your homework on change history of those impacted?
Testing out some tools on our BT Case Studies
Project Complexity
Political stakeholder map
Sponsor Assessment
Can tools help us be more proactive and prepared?
Context Assessment
Active Sponsorship still a major challenge for SSCs
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
EMEA Latam
Empower the team with a very clear
mandate and commission
Sponsorship style also lays the foundation
Leaders
actions, words,
silence and
inaction
Sense Making
Conversations
Patterns
Assumptions
Interpretations
Stories, myths, heroes,
villains, language,
symbols, reactions
to problems
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
© 2013 Deloitte LLP. All rights reserved
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), a UK private company limited by guarantee, and its network of member firms, each of which is a
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Deloitte LLP is the United Kingdom member firm of DTTL.
This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out will depend upon the particular
circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this publication. Deloitte LLP would
be pleased to advise readers on how to apply the principles set out in this publication to their specific circumstances. Deloitte LLP accepts no duty of care or liability for any loss
occasioned to any person acting or refraining from action as a result of any material in this publication.
© 2013 Deloitte LLP. All rights reserved.
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3BZ, United Kingdom. Tel: +44 (0) 20 7936 3000 Fax: +44 (0) 20 7583 1198.
Annual Shared Services & BPO Conference 2013 34
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