
In Orlando, the Sunday session reviewed the drivers that create an urgent need for a shared service organization, the steps to defining scope and business structure, and the important success factors.

Important take-away – Shared Services are not the same as centralizing services, since a business structure and value proposition is created, then confirmed with metrics, to gain leverage from technology and centers of expertise, while while customizing service for specific internal or external “customers”. In spite of the low-keyed description, the creation of a shared services operation is in fact very disruptive. Peer-to-peer conversations focused on how to keep talent and open-ness, remaining very open about the real extent of both organizational and operational transformation.