Year Ahead: 2009 in Shared Services and Outsourcing MA22 Deloitte (2005) Shared Services in a Global Economy – Expanding the Shared Services Value Proposition. This survey discusses how shared services can not only lead to a company saving millions in administrative costs, but also be a strategic asset if companies seize the opportunity. 3* MA23 Deloitte (2007) Will the Real Customer Please Stand Up? The Shared Services Myth That Could be Costing You Big. This report discusses how no role in the business should take the internal customer service concept more seriously than the shared service organisation. Also that business units have come to believe that internal customer service is a one way street – an attitude that can do the larger business more harm than good. 3* MA24 Deloitte (2007) Shared Services: The Price is Right – Or is it? This survey asked directors and managers their opinions to gain insight into the most effective way to price and charge back shared services. 3* MA25 Deloitte (2007) Shared Services Comes of Age – Pursuing broader business value on a global scale. This study notes an increasingly broader and more strategic role emerging for shared services, and that organisations that have met their initial goals with shared services are now expanding their use of the concept to meet broader business objectives. 3* MA26 The Guardian (2006) A mandate for collaboration? Shared Services will not work if forced on local councils or organisations. Public. This supplement carries articles looking at the shared services background, and poses the question of whether or not government should force councils to collaborate or take on a shared services agenda of their own accord. 3* MA27 Welfare, A (2007) The Customer Service Challenge. Shared Service News, November 2007. P 24-25, This column details the creation of the DSG International group’s shared service centre, touches on how to create a high performing, customer focussed culture, on-going developments and successes of the centre. 3* MA28 CIMA (2009) Recruit and retain for shared services and BPO This article looks at how shared services and BPO providers find and keep their best people, with a study of how ITV recruited and retained new hires in their Manchester SSC. 3* MA29 Naim, G. (2006). Case Study: Her Majesty’s Prison Service, Financial Times, September 7th 2006. This case study looks at how prisons in the UK are being encouraged to embrace best practices of the broader 3*
CIPD (2008) HR Shared Service Centres This factsheet gives introductory guidance, it: considers the role of HR shared service centres, explores key considerations in designing an HR SSC, outlines some objectives and issues in implementing an HR SSC and lists key issues in HR SSC management. Janssen, M and Joha, A. (2006). Motives for establishing shared service centres in public administrations. International Journal of Information Management 26 p 102-115 The motives for introducing a SSC in public administration are discussed in this paper. The initial motives for introducing a SSC have been compared with the accomplished benefits after realising the SSC. Keywords: Decision support, shared service centre, outsourcing, sourcing, public administration. Monasch, T and Slavenburg, P (2004) Shared Service Centres Present a World of Options – Companies can combine a number of functions to streamline operations. Expansion Management. This article looks at the advantages of SSCs and important factors, including costs and the quality and experience of the local labour force. Arnold, U (2000). New dimensions of outsourcing: a combination of transaction cost economics and the core competencies concept. European Journal of Purchasing and Supply Management. 6. P 23-29 This paper develops an outsourcing model with design alternatives based on institutional economic theory and works out an explanatory approach with recommendations for outsourcing arrangements. Keywords: Outsourcing; Transaction cost economics; Core Competencies Bocconi, U (2003). Dis-Integration Through Integration: the Emergence of Accounting Information Networks. Management Accounting in the Digital Economy. This chapter discusses the importance of accounting information networks (AINs). More and more firms have refocused and vertically disaggregated, relying on small units which can involve both internal (within firm) and external (between firms) networks. The stability of such mixed mode structures requires the design of either AINs with a high degree of centrality or distributed AINs. Coote, P (2007). Business Partnership. Financial Management July/August 2007. P 31-32. This article suggests ways in which a finance department can increase its influence over – and understanding of – its organisation through improved relationships.