This benchmarking report showcases the results from live audience polling that was conducted with higher education and government shared services professionals at SSON's 9th Shared Services & Process Improvement for Higher Education & Government conference, which was held in United States in December 2016.
Ahead of the 2nd Shared Services in Higher Education Summit, we sat down with some of the biggest influencers on our SSHE Advisory Board in order to gather their insight on the challenges they have faced along their shared services journies.
We linked up with keynote speaker, Dr. Michael H. Hites, Senior Associate Vice President & Chief Information Officer, Administrative IT Services, University of Illinois System to get his expertise on how IT can be so crucial to adding value to shared services.
In this Shared Services for Higher Education Report find out:
- What is enabling you to perform more knowledge based work?
- What is the biggest talent challenge your SSC faces?
- Where are you on the Robotics Process Automation (RPA) journey?
This report (the first in a 2-part series) is one of the most comprehensive you will find on this fast-changing topic. With contributing insights from independent advisor Lee Coulter, CEO of Ascension Service Center,in his capacity as Chief Intelligent Automation Officer for SSON and Chair of the IEEE Working Group on Standards in Intelligent Process Automation, the market analysis presents the broad continuum of opportunities represented by intelligent automation from the allimportant perspective of “fit for purpose.”
In the H1 report, we introduced the Intelligent Automation continuum, highlighting the ‘fit for purpose’ characteristics of the many tools on offer, and providing guidance on how to make the right selections.
In this, part 2, of our 2017 IA report series, we look at operating models, governance frameworks, and the anxiety that is being unleashed as a result of robotic implementations.
It has become ever more clear that corporate enterprise practitioners must scale intelligent automation. You must also reestablish whether or not you’re on the right path as you plot your course on your intelligent automation journey. But you can’t fall behind so you’ve got to start working with cognitive solutions now. Next generation solutions thirst for your unstructured data — but, by definition — you’re having a tough time identifying that data. And even if you could — those cognitive solutions must learn from your current infrastructure, which needs systems integration. And wasn’t this supposed to be something you could do without IT?!
The AI & Intelligent Automation Network feels your pain. And so, we’ve asked friends and community members to not only lay out what they’re doing but to provide some feedback on what you can do right now to transform your enterprise before it’s too late. This report includes:
- Nadia deVilla shares thoughts on re-engineering the enterprise through metrics
- Tony Saldanha discusses realizing 5 step-changes to digital transformation
- Cindy Gallagher urges you to really deal with your carbon-based workforce
- Rohit Amberker advises that exponential impact has arrived, so we must now act accordingly
- Marcin Nowakowski believes that automation scaling up will come through agile transformation
- Manish Rai unpacks your dark data to democratize your digital transformation
- Lee Coulter wonders if we’ve got the talent to do this while laying out how we can do this
- Jerry Wagner has discovered a metric methodology, which informs the enterprise
- Bob Kurpershoek shares ideas on building your team to tackle dark data now
- Rajeshwari Ganesan provides insight into the design of the human brain
- And Aric Dromi does his best to think differently about the larger issues at hand
You’ll notice that we don’t have a ton of statistics in this report. That’s by design. These pages feature your colleagues speaking your language and providing actionable takeaways. Besides, we’ll be providing new market statistics in our next report: AI 2020 — our annual update out in January 2019.
They say the Future is Now — it’s a big concept — it may mean carpe diem. For corporate enterprise practitioners it just means very hard work that needs to be done in a new and different way. Sure, you can learn from the past — but one of the keys in these pages is to unlearn from the past as well.
HR services has emerged from the back office to play a significant role in supporting CEOs’ strategic imperative to optimize human resources. In its new role, HR services is no longer just about effective recruiting and career management, however, but about developing and supporting talent, ensuring it’s productive, and providing the framework and tools to create improved value-add for the business.
These Top Performers have 10 characteristics in common that determine their success. The main differentiator is a best practice HR service delivery model that leverages the process expertise of a COE; transactional efficiencies of a Service Center; and skilled localized field HR deployed across three different levels of support: strategic advice for business leaders; advisory support for middle managers; and administrative support where locally required.
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Advice From the 2018 Shared Services Higher Education Advisory Board: Building, Advancing & Optimizing Business Services in Higher Ed
Words of wisdom for higher education leaders looking to break into SSOs from:
- Pam Gabel, Executive Director, Shared Services Center, University of Michigan
- Jae-Anne Peace, ConnectionPoint Director, University of Saskatchewan
- Jennifer Pike, Shared Services Program Director, University of Oklahoma
The 3 in-depth interviews include actionable advice on how to overcome resistance to change, planning & launching a new SSO, measuring success and selecting the best-fit enabling technologies.
Bureau Veritas’s Mumbai-based Global SSC provides effective integrated support that makes the organization run – just not in the traditional way. As Shared Services has become table stakes across a large number of global and multinational enterprises, the model is nevertheless under constant pressure to outperform itself. The secret to the success of Bureau Veritas’s approach is deep knowledge capability within the SSC, which leverages both technical and process expertise. And although in the early years there was certainly pushback from local businesses, over time this proven expertise has won over global acceptance, Avinash explains: “We could not be trusted otherwise to take on the critical business operations work that we have taken on, if the business didn’t trust us locally to support its clients.”
Bureau Veritas’s innovative SSO model is an extraordinary example of the efficiencies and expertise inherent to the Shared Services model being applied to a core business, and perfectly exemplifies the new generation Shared Services delivery models that are driving innovative service delivery. The differentiator is that SSO activities at bureau Veritas are integrated with business operations to deliver greater value and drive stronger efficiencies.
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