shared services shared insights
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Five-star advice on Shared Services from leading international companiesTRANSCRIPT
ServicesInsights
BearingPoint | GDF SUEZ | HSBC | ADP | Borderless Executive Search | Baker & McKenzie
ServicesInsights
Five-star advice on Shared Services from leading international companies
advice on Shared Services from leading international com
panies
In partnership with:
Fluency in the global languageof business and law.To get world-class advice, you need an instinctively global law firm – Baker & McKenzie.
Domestic or multinational, your business operates in an integrated global economy. You need legal advisers who see your world the way you do.
We combine an uncompromising commitment to excellence with fluency – in the way we think, work and behave. It’s based on deep local roots and the experienced global perspective that comes from helping companies navigate sophisticated legal and business issues at home and across borders, cultures and practices around the world.
Fluency means sharing our insights, talent and expertise worldwide to the benefit of all our clients. It means richer advice, innovative approaches and exceptionally practical solutions. Let us show you how fluency can help you.
Baker & McKenzie SCP1 rue Paul Baudry75008 Paris, France
www.bakernet.com
We are a global leader
Baker & McKenzie delivers sophisticated legal advice and services to the world’s most dynamic global enterprises. Our global Legal Outsourcing practice was ranked no 1 by Black Book and by Chambers Global (Band 1) in 2009. At Baker & McKenzie, we help businesses define, develop and maintain large, successful and long-term outsourcing and/or shared services relationships.
Few law firms can match Baker & McKenzie’s depth and breadth of experience, and none can match our worldwide reach. With 70 offices in 38 countries, we deliver the broad scope of quality legal services required to respond to any business need consistently, confidently and with sensitivity for cultural, social and legal practice differences.
Our approach: flexibility in design
In today’s global economy, you have to be good today and better tomorrow.
Flexibility is critical. And you can’t achieve it alone.
Whether you are sourcing, outsourcing, re-sourcing or providing services, it takes careful planning, continuous relationship building and vigilant oversight. When a deal goes sour, it’s usually due to mismatched expectations. So terms must be clearly defined. Due diligence has to be thorough. Complex legal questions, from employee relations to intellectual property to taxation, must be worked out. Your agreement has to be well drafted to clearly define the parties’ obligations; yet flexible enough to accommodate new needs that arise over the life of the deal.
Whether your objective is to improve efficiency or market position, or better manage your resources or your costs, the lawyers in our Global Outsourcing Practice have a record of working closely together across legal disciplines and borders. We help with the full range of issues involved in outsourcing and shared services.
Global Sourcing Law Practice
For any further information, please contact:
Rémy Bricard: +33 1 44 17 53 11; [email protected] Blomet: +33 1 44 17 59 63; [email protected] Quoy: +33 1 44 17 53 43; [email protected]
ServicesInsights
BearingPoint | GDF SUEZ | HSBC | ADP | Borderless Executive Search | Baker & McKenzie
ServicesInsights
Five-star advice on Shared Services from leading international companies
advice on Shared Services from leading international com
panies
ServicesInsights
BearingPoint | GDF SUEZ | HSBC | ADP | Borderless Executive Search | Baker & McKenzie
ServicesInsights
Five-star advice on Shared Services from leading international companies
advice on Shared Services from leading international com
panies
ISBN 9789081324243
Publisher n° 73320
Legal deposit: D/2009/11.651/1
Copyright © 2009 BearingPoint France
Printed and bound in Belgium
Publisher BearingPoint France
20, place de la Défense
92050 Paris La Défense Cedex, France
Tel: +33 1 58 86 30 00
Fax: +33 1 58 86 50 00
www.bearingpoint.fr
Authors Jean-Marc Francois and Andrew Kris
Editor Taunya Renson-Martin
Interviews by Tom Lester and Thierry Goedseels
Translations by Audrey Jolivet-Habiby
Art Direction & Design Mike Vlieghe
Pre-Press & Print Newgoff, Gent, Belgium
Custom Publishing Partner Mach Media
Technologiepark 3
B-9052 Gent, Belgium
Tel: +32 9 243 6011
Fax: +32 9 243 6006
www.machmedia.be
Shared Services Shared InsightsFive-star advice on Shared Services from leading international companies
All rights reserved. No part of this book may be reprinted or reproduced or utilized in any form or by any electronic, mechanical or other means, now known or hereafter invented, including pho-tocopying and recording, or in any information storage or retrieval system, without permission in writing from the publisher.
ContentsIntroduction 8
Preface by Joel Robuchon: The World’s Most Starred Chef 10
Chapter 1: Building a Realistic Vision 12
GDF SUEZ: Minimize impact on the workforce while maximizing efficiency and performance 14
Groupe SEB: I am not doing this to reduce costs; I know that it will 20
CMA CGM: Efficiency is what competency centers are all about 24
Heineken France: Communicate, communicate, communicate 28
Siemens: Some things have to be local, but most things can be global 32
Genpact: It’s all about process industrialization 36
Schneider Electric: Outsource only what you fully master 40
France Telecom: The group’s cash position is available at the click of a mouse 44
ADP: It's the way the world is moving 48
Introducing Borderless 52
Reaching for the Stars by Catherine Destivelle 54
Chapter 2: Taking the Lead 56
Lafarge: A question of vision and leadership 58
Royal Dutch Shell: We have benefited from unequivocal senior executive support 62
Solvay: Before, our numbers would have already been obsolete by the time they came out 68
Avis Europe: There can be no debate on strategy, only tactics 72
Dior: A sense of service 76
Henkel: Transforming finance is 90% people and process, and only 10% systems 80
Sun Microsystems: Improve overall efficiency 84
Introducing HSBC 88
ContentsStar Performance by Rutger Beke 90
Chapter 3: Managing Change 92
HM Prison Service: Shared Services is a growth business 94
Kellogg: Eighty percent of our finance team comes through the SSC 98
Arcelor Mittal: The initial benefits are minor compared to what SSCs ultimately deliver 102
Borealis: Centralize, standardize, automate and virtualize 106
Introducing ADP 110
SABIC: What could be more relevant than cutting costs? 112
Telefónica SA: To innovate and transform 116
Millipore: When making an acquisition, an SSC is an incredibly effective asset 120
It’s time to put faith in your lucky star by Roland Jourdain 124
Chapter 4: Lessons Learned 126
Finmeccanica: The combination of price and the shared experience are worth it 128
Unisys: Each step adds to the savings 132
Introducing BearingPoint 136
Daily Mail and General Trust: There must be clear, strong and visible corporate support 138
SAP: Do it fast and be pragmatic 142
Ariston Thermo: To compete in modern business we needed better control 146
UCB: Where services are shared but without a center 150
SITA: Employees are becoming experts in their fields 154
Introducing Baker & McKenzie 158
About the Authors 160
Acknowledgements 162
Introduction
Le concept de Services Partagés est né aux Etats-Unis à la fin des années 80.
Introduit en Europe par les mêmes groupes anglo-saxons dès 1992, le con-cept a connu une première période d’adaptation aux spécificités europée-nnes due notamment à la prise en compte de quelques complexités addition-nelles telles que les langages et règles commerciales propres à chaque pays, les législations spécifiques et surtout les différences culturelles.
En 1992, je me trouvais dans l’une de ces multinationales américaines, leader mondial dans le secteur high tech considérée alors comme un exemple en termes de croissance, de performance, de démarche qualité et de contrôle permanent. Bien qu’il n’y avait à l’époque pas d’exemple en Europe, le con-cept était tellement innovant et l’équipe de projet si motivée que nous avons relevé avec assurance le défi d’être pionnier. Cette expérience réussie m’a permis ensuite non seulement, de travailler avec de nombreuses entreprises désireuses d’adapter leurs organisations aux contraintes de leurs marchés, mais surtout de m’enrichir de toutes ces cultures qui font la diversité des individus et des entreprises.
Aujourd’hui, les Services Partagés sont une réalité et plus personne ne s’interroge sur leur faisabilité ou sur leur efficacité, mais plutôt sur la trajectoire à définir pour atteindre les objectifs que l’entreprise s’est assignée.
Les exemples ne manquent plus, et, avec Andrew Kris nous avons pensé que de rassembler dans cet ouvrage des témoignages, tous riches d’expériences différentes, apporterait certainement aux dirigeants sur le point de s’engager dans de tels projets, des réponses à leurs questions et peut-être aussi, la pos-sibilité de dimensionner leurs attentes avec pertinence.
L’étoile est dans notre culture, symbole de perfection, c’est pourquoi nous avons choisi d’en faire le fil rouge de cet ouvrage, et qu’il s’agisse des chefs d’entreprises ou des sportifs de haut niveau, qui ont accepté d’apporter leur témoignage ici, tous partagent les mêmes valeurs et les mêmes aspirations : être parmi les meilleurs.
S’engager dans de tels projets résulte avant tout pour l’entreprise d’une volonté permanente et affichée d’atteindre et de maintenir le plus haut niveau d’excellence pour ses produits ou ses services, et nous sommes très honorés que Joël Robuchon, dirigeant d’une entreprise multinationale, le « Chef » le plus étoilé du monde (25 étoiles Michelin), mais surtout le symbole de tous les superlatifs dans son art et dans l’alchimie de la recherche de la perfection, ait préfacé ce livre.
Enfin, dans un environnement toujours plus compétitif, les entreprises doivent chaque jour se préparer et se dépasser et de manière analogue, trois champions dans leur spécialité, Catherine Destivelle, Rutger Beke et Roland Jourdain, ont bien voulu partager avec nous leur approche pour atteindre les sommets de la performance.
Un grand merci et une grande admiration pour leurs exploits.
The Shared Services concept originated in the United States at the end of the 1980s.
Brought over to Europe by US-based companies beginning in 1992, the con-cept adapted to suit this complex new environment: country-specific issues, such as languages and business methods; differing legal frameworks; and, most importantly, cultural differences.
In 1992, I was working for an American multinational, a global leader in the technology sector considered to be a model in terms of growth, performance, quality, approach and internal controls. Even though there were no working examples of Shared Services in Europe at the time, the concept was so innova-tive and the project team so motivated that we faced the challenge of being pioneers with confidence. Our success enabled me subsequently to not only work with a great number of companies also wanting to adapt their organiza-tions to market demands, but to above all benefit from the opportunity to work among within numerous cultures and revel in the diversity of people and companies.
Today, Shared Services are an integral part of the European corporate land-scape. No longer do we question feasibility or efficiency - just the specific path to take to achieve corporate objectives.
There is no shortage of examples or pathways. So my co-author Andrew Kris and I decided to collect a number of stories portraying the variety of experi-ences companies have had with Shared Services and insights to help to those considering Shared Services to right-size their expectations.
In our culture, a star symbolizes perfection, which is why we have chosen to make it the underlying theme of this book. Whether we are referencing the head of a company or a world-class sportsperson, everyone featured in this book shares the same values and ambitions: to be one of the best.
Embarking on Shared Services is, above all else, an extension of a company’s ongoing and clear determination to maintain the highest levels of excellence for its services. We are therefore extremely honored that Joël Robuchon - director of a multinational corporation, the world’s most starred chef (25 Michelin stars), and foremost a model of magnificence in his craft with an interminable hunger for perfection - has agreed to write the preface for this book.
In an increasingly competitive environment, companies must constantly out-perform themselves, much like the three champions also featured in this book: Catherine Destivelle, Rutger Beke and Roland Jourdain. They have each graciously offered to share with us their approach for reaching new heights of performance.
Hearty thanks and hats off to all for their achievements.
Jean-Marc François
What could a renowned chef overseeing the work in his kitchen, and a CEO re-sponsible for tens of thousands of jobs all over the world possibly have in com-mon? What could be the connection between a chef who presents, on a plate, a break from the daily grind, a passport to new sensations and a fleeting emotion, and a manager who creates wealth and helps make the world go round?
The simple answer is that I firmly believe we share the same values. We give our best for something that is greater than ourselves. Each in our own small way, we try to make the world a better place than it was when we found it.
At a time when our economic system has been shaken to its core, when the virtual has given way to the real, when – now more than ever – we are trying to get back to the fundamental basics of our professions, it seems that hard work, teamwork, respect, discipline, determination and the search for quality are all safe havens.
Immersed in the spirit of the old masters of the guilds, when I was given the title of 'Meilleur Ouvrier de France' and was awarded the prestigious Michelin stars, I understood that these honours are not just a token of how good I might be. They in fact require me to continuously demonstrate that I am truly worthy of them. It is that pursuit of excellence, that desire to continually learn new things, to better myself, and to never abandon my teams that keeps my passion intact and pushes me to share, day in and day out, this art of Haute Cuisine that is famous all over the world. My taste for a job well done has never left me. In roaming the world, not only for my restaurants but also to satisfy my hunger for new flavors, I have had the privilege of sharing this philosophy and this vision with my teams.
From New York to London, from Tokyo to Las Vegas, from Macau to Hong Kong, in Paris and soon in Taipei, I have wanted my restaurants to be embassies for French Haute Cuisine. The success we have had with the chefs I have trained continually reminds me that when the head of a company is daring and bold and keeps in step with the times, he or she cannot but succeed.
It is about knowing how to keep one’s organisation in tune with the times, with the market, with a world that is changing ever more quickly. Innovate, create, constantly put things into question, but dare. This is the real recipe for success of the leading managers that share their experiences and their passion for entrepreneurship and success in these pages. Each of them presides over the destiny of a major corpora-tion. Their testimonials are the reflection of their perpetual quest for the highest peaks and the farthest horizons. Contrary to popular wisdom, it is not better to leave well enough alone: challenging that 'well enough' is the key to success.
Joël Robuchon
Existe-t-il un point commun entre un grand chef de cuisine officiant derrière ses fourneaux et un grand chef d’entreprise responsable de dizaines de milliers d’emplois dans le monde ? Quel lien peut bien unir un chef qui propose, dans l’assiette, une parenthèse, un voyage gustatif, une émotion furtive et un patron qui crée de la richesse, qui contribue à mettre le monde en mouvement ?
Je crois que nous partageons des valeurs communes. Nous donnons le meilleur de nous-même pour quelque chose de plus important que nous. Sans doute tentons-nous, en tout cas, chacun à notre façon, de rendre le monde un peu meilleur.
A l’heure où les fondations de notre système économique ont tremblé, dans cette époque où le virtuel laisse la place au réel, où l’on cherche, plus que jamais, à revenir à l’essence de nos métiers, aux fondamentaux, le travail, l’esprit d’équipe, le respect, la discipline, la persévérance, la recherche de la qualité apparaissent comme des refuges.
Imprégné de l’esprit des Compagnons, lorsque j’ai reçu le titre de Meilleur Ou-vrier de France, ou de prestigieuses étoiles du guide Michelin, je devinais que ça ne voulait pas seulement dire que je les méritais, il s’agissait aussi pour moi maintenant, de m’en montrer pleinement digne chaque jour. C’est cette recher-che de l’excellence, cette volonté de ne jamais cesser d’apprendre et de se per-fectionner, de ne jamais abandonner ses équipes, qui me maintient aujourd’hui avec passion et me pousse à transmettre, chaque jour, cet art de la gastronomie célébré sur les cinq continents. Le goût du travail bien fait ne m’a jamais quitté. Parcourant le monde pour mes restaurants mais aussi pour assouvir ma quête de nouvelles saveurs, j’ai le bonheur de partager cette philosophie, cette vision avec mes brigades.
De New York à Londres, de Tokyo à Las Vegas, de Macao à Hong Kong, à Paris et bientôt Taipei, j’ai voulu faire de mes restaurants des ambassades de la gas-tronomie française. Et le succès que nous rencontrons avec l’équipe de chefs que j’ai formés m’apporte chaque jour la preuve que lorsqu’un chef d’entreprise sait oser se montrer audacieux et embrasser les mouvements de son temps, il a vocation à réussir.
Savoir adapter son organisation à son temps, au marché, au monde qui bouge de plus en plus vite, innover, créer, ne jamais cesser de douter mais oser. Tel est, sans doute, la recette des grands managers qui partagent, dans ce livre, leur expérience et la passion d’entreprendre et de réussir. Chacun d’eux préside aux destinées d’une grande entreprise. Leur témoignage est le reflet d’une quête permanente, d’un chemin qui mène plus haut et plus loin. Contrairement au dic-ton populaire, le mieux n’est pas l’ennemi du bien mais la clef du succès.
Preface
Source: Joël Robuchon
ServicesInsights
BearingPoint | GDF SUEZ | HSBC | ADP | Borderless Executive Search | Baker & McKenzie
ServicesInsights
Five-star advice on Shared Services from leading international companies
advice on Shared Services from leading international com
panies