By Kai-Eberhard Lueg (auth.), Frank Keuper, Kai-Eberhard Lueg (eds.)
In managerial literature the demanding situations of ramping-up, transforming into and embellishing a (Finance) Shared companies association are frequently overlooked. as a result, the compilation will deal with pursuits: First, in response to a common part version of an SSO’s improvement, often coming up questions relating to the administration of SSOs can be systematically mentioned and possible ideas derived. Secondly, an image of the way forward for SSOs will be elaborated, leading to new destiny administration implications.
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Extra info for Finance Bundling and Finance Transformation: Shared Services Next Level
A Risk and Internal Controls organization is in place to provide all the guidance, support and expertise needed to thouroughly implement and properly run the processes. Trust and acceptance on the stakeholders’ side can be achieved through the increase of transparency on usage, performance and costs of services and through the strict implementation and monitoring of all relevant internal control requirements. Compliance with legal requirements and ethical standards is the basis for high integrity Strategic Roadmap of a Global Finance Shared Services Organization 17 business behavior.
After the different stakeholders’ interests were identified, the next challenge was the “alignment” and thus developing solutions which satisfied all parties involved; hereby quality was always our top priority. e. split of activities, guidelines, rules of collaboration and leading the project with a clear mandate by the Siemens Managing Board. ¾ The “Shared Services Organization”, which had to guarantee the resources and the organizational set-up in the Centers to efficiently execute the transferred accounting processes.
As soon as the processes are stable, the next steps are optimization, harmonization and automation to generate further savings and improve overall quality and process efficiency. 5 Focus Areas of Implementation A successful management of the challenges and chances described above requires a clearly defined strategy taking into account specific focus areas. They include project-related topics, such as the Professional Management of Transition Projects during the “lift-drop” phase, the Systematic Management of Process Improvements during the “change” phase and FutureOriented Portfolio Management as a part of the “enhance and innovate” phase, as well as key enablers and prerequisites for project success, such as the Sustainable People Management and the Continuous Controlling and Monitoring.
Finance Bundling and Finance Transformation: Shared Services Next Level by Kai-Eberhard Lueg (auth.), Frank Keuper, Kai-Eberhard Lueg (eds.)