Shared Service centres..To do or to have it done ?
(Thomson Reuters ONE) -
Summary of an Xplor France debate with Jean-Pierre Blanger - Ricoh, Jean-Marc
Jagou - Exceo and Jean-Louis de La Salle - IDeAs
Is the question "doing it or having it done" the right one?
J-P. B.: What's for sure is that companies are too busy in their core activities
to handle properly document production, which after all is only a support
function. But the increased complexity of corporate communications requires
being more and more professional.
So the question is not restricted to inside or outside.
Let's take a higher point of view and consider Document and Information
Governance as it relates to corporate performance.
As I said before, the core reason to mutualize is the know-how and the
expertise.but taken from a more strategic angle.
A document production system, however organised, may only exist if it
contributes to the corporate success. So it is not just a cost centre, it is a
way to achieve excellence. There are economies of scale thanks to volume, but it
has also to provide better quality of service to Business Units and it should
produce added value.
New and ever changing communication technologies, Cloud services, Dynamic
document evolutions require relentlessly more expertise. Is it really marketing
or HR that should distribute corporate information? Shouldn't it be rather an
information governance position, ideally placed at the C-Level, that would take
ownership of all these elements and be the sole interface to all business units.
It would handle whether it should be outsourced or handled internally by a SSC.
JLS. : In the current economy, a vital consideration is a company's ability to
differentiate from competitors and possibly be a true innovator. Where it
becomes tricky is how you keep inside the ability to innovate. I agree with J-
P.B. not too focus too much on outsourcing vs. internal SSC. First a SSC may
decide to outsource directly some standard activities where it has no
competitive advantage.
Second because even in an SSC, resources are not limitless. So priority must be
set on what creates value add, what improves profitability or customer
experience.
Sharing or outsourcing document production cannot be separated from an upfront
consideration of the value associated to each document. How does it concretely
and measurably contribute to revenues? Business Units' upfront participation is
required.
This uncertainty between inside or outside is linked to the fact that this
rethinking process has not taken place or has been done under the guidance of
too general metrics. That was acceptable in earlier days when sharing was mostly
about equipment addressing a limited set of communication channels. This is not
true anymore when the pace of change and the diversity go faster than the know-
how to understand and use them efficiently.
J-M J.: We have to accept that we operate in a constantly changing world. The
question is never to be caught off guard and be constantly adapting document
processes, to be permanently as efficient as possible and maintain room for new
activities.
What makes companies uneasy about internal SSC is their future ability to adapt
which includes behaving like a supplier, to put its client centre to its
activities and anticipate future requirements.
Everybody can think of such failures because that entrepreneur style requirement
was not present. These cases can be spectacular but the real risk lies
elsewhere. It never happens overnight but is a nasty drift overtime. Key metrics
have not been regularly adjusted, process quality has not been challenged.
I agree with my peers. The key is the ability and skills to navigate and
control.
Whether inside or outside is not so important, the essence is a proper
Information and Document Governance away from silos but viewed as a holistic
competence like Finance or HR.
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Datum: 23.05.2016 - 11:38 Uhr
Sprache: Deutsch
News-ID 472811
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