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For well over a decade, organizations in both public and private sectors have been leveraging Shared Service Center models to drive costs out of back office operations, enforce business process standardization and achieve a higher degree of control / visibility into operations.   Since 1998, IT Convergence has helped US-based multinational companies to undertake large transformational projects at both regional (e.g. Latin America or Asia) and global scales.  ITC sits at the intersection of business and technology.

Global Design for Shared Service Centers:

An effective global/regional design is key to deriving full value from Shared Service Center initiatives.  Examples of desired outcomes of a global design phase would include:

  • Scope of SSC – Clear vision for which business processes/transactions will be addressed by the SSC and which will be addressed by local teams.
  • Common Business Processes – Shared understanding and clear documentation on a common set of business processes that address the needs of each division or business unit involved in the SSC while also balancing the business priorities from the corporate level.  Failure to identify key requirements during a design phase can result in unexpected budget increases later in the project.
  • Key Accounting Decisions – Solution design that incorporates the requirements of all relevant governing bodies (e.g. USA GAAP vs. IFRS) for transaction processing and reporting and flushes out unique accounting/taxation issues from the participating business units or geographies.
  • Validated ROI Case – Most transformational projects will have an associated business case and often a hard ROI analysis.   By assembling/analyzing requirements and crystallizing the overall business/technology solution, a Global Design Phase allows Program Managers and business sponsors to validate the assumptions from the initial business case.

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About the presenters

Bill Moorehouse

Vice President of Sales and Marketing, IT Convergence
During his time at ITC, Bill has worked closely with ITC’s clients on a number of business transformation initiatives, including a global HR Shared Service Center project that serviced 50 countries and a regional Finance Shared Service Center project that involved 950 finance employees and a community of 34,000 employees. Prior to joining ITC in 2009, Bill worked at Oracle, within the “tech” consulting practice. Bill holds a Bachelor’s from the University of Hartford and an MBA from the MIT Sloan School of Management. During his time at MIT, Bill served as a research assistant within MIT’s Center for Information Systems Research (CISR), supporting research initiatives focused on Change Management and IT Governance.