The pre-requisites of effective shared service partnerships


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The pre-requisites of effective shared service partnerships

  • The pre-requisites of effective shared service partnerships

  • One model

  • Learning Points

  • What can go wrong

  • If it goes right



Ownership at the top of all the partner organisations

  • Ownership at the top of all the partner organisations

  • Shared, clearly stated objectives

  • Reviewed annually

  • Performance Management

  • Understanding local bureaucracy!



Partnership ethos – long-term

  • Partnership ethos – long-term

  • Intelligent client function

  • understanding/responsive service provider

  • Penalties and incentives

  • Long-term service development plans vs short-term gains



ensure key metrics are known beforehand

    • ensure key metrics are known beforehand
    • Operational SLAs are clear and understood
    • where does responsibility lay?
    • where is the service over and under achieving?
    • What is the level of service demanded?
    • Measurement to drive quality and standards of delivery


Governance

    • Governance
    • What might impact on future delivery?
    • Cost and recovery of investment
    • where does “contractual responsibility” sit
    • if you have a 3rd party provider/partner what are their responsibilities
    • If you bring on other partners impact on charges and rewards




Negotiators to stay around (memory loss!)

  • Negotiators to stay around (memory loss!)

  • Due diligence – more time & accuracy

  • Intelligent clients – sufficient staff

  • Shared benefit – greater clarity

  • Annual review of objectives

  • Communications – internal vs external



Performance Indicators need to be benchmarked against best

  • Performance Indicators need to be benchmarked against best

  • Joint strategic management arrangements

  • Clarify finances – core; additional; contractual increases; partner investments

  • Partners need to share the savings pain too



Time input and no outcome

  • Time input and no outcome

  • No business case

  • Resource gaps

  • All incentives or all penalties

  • Inadequate client arrangements

  • Contractual personalities

  • No ownership or understanding



The right fit

  • The right fit

  • Key people on board and senior lead

  • Client control

  • Day to day relations

  • Service improvement focussed

  • Enhanced relationships

  • Not IT – BPR emphasis

  • Skills transfer






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