All shared services efforts emphasize what it takes to actually create the new shared service center - defining the structure, hiring resources to fill positions, building the facilities and redesigning processes and technologies to support the new operating model. Certainly, all of these components are critical to making the new capability operational; however, my shared services experience has shown that it is equally important to focus on the people and associated activities that are impacted but not moved to the shared services model. Repositioning these resources from their traditional focus on transactions to a focus on driving analytics and decision-making will contribute significantly to the organization’s ability to achieve the benefits and performance expected from shared services.


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