Sprint Delivers: A Perspective of Change with Shared Services

Sprint offers its perspective regarding the dynamics of change that has driven the organization since the employment of shared services strategies into its business model five years ago. The new Sprint Nextel Communications was formed by the merger of top-notch rivals, Sprint and Nextel in 2005. This alliance created a global customer-care shared services network powerhouse that continues to build on the foundation of success as an industry leader delivering first-rate services, today. To compete in an ever-changing and increasingly aggressive business landscape, it is imperative that companies increase their flexibility and responsiveness by automating processes and streamlining administrative functions. An important first step in that direction is executing front and back-office functions from a shared services standpoint. "Recognizing that the shared services marketplace is expanding and creating more opportunities for other companies, Sprint Nextel SS is doing everything to leverage value and become superior through innovation in certain areas of its business plan," said Bill Parker, vice president of shared services, Sprint Nextel Communications. Currently, Sprint Nextel SS leverages a suite of best practices in HR/Benefit transactions, Payroll, Accounts Payable, Commissions, an internal call center and disbursements auditing, SOX compliance and accounting operations, to deliver superior customer interactions across multiple touch points including telephone, online and retail, Parker explained. Moving forward, the primary goal is for Sprint Nextel SS to adopt an online self-service model for vendors that would allow them to check invoices and status of payments," Parker said. He acknowledged that the move would allow the SS unit to concentrate on the task at hand—best practices and leveraging value. Also, in the A/P area, Sprint Nextel SS is strategically increasing its purchasing card limit from $2,000 to $25,000 for greater use and acceptance amongst customers, and to encourage higher spending, Parker disclosed. Parker said Sprint Nextel Communications has been able to reduce its cost by 25 percent since utilizing SS. He added that the SS group also created value by developing an internal audit model that has stopped the company from hemorrhaging assets. In addition, the SS division has implemented a call-center on the front-end, which serves as the single point of contact for the overall customer service model. "[A shared service] is one of the only models that can deliver value props efficiently while reducing costs. The Sprint Nextel shared services unit has a huge value piece to deliver to companies and we are sticking with our goal," said Parker. The company employs a strategic arm within Sprint Nextel SS to lay the direction for the future through forums and meetings to share ideas and solutions with peers, Parker said. He added that the group also participates in executive networking sessions with other companies at conferences to learn about best practices approach in which Sprint should invest in terms of value and cutting costs. Parker asserted that Sprint Nextel SS unit looks at the business from a process model (end-to-end), as opposed to functional silos. "We do not view our business governance model as a corporate entity, but as a goods and services product dictated by the business." Parker continued: "We see the demand for goods and services in terms of cost and charge-backs, as it relates to the impact on cost and need on the bottom-line." Additionally, "From a people standpoint, we often forget about the human aspect." As a result, Sprint Nextel SS unit is in a pilot-phase of balancing home and work via flexible alternatives, such as working one day away from the office, Parker disclosed. He explained that the automated and self-service tools, which the company now use allows Sprint Nextel SS more time to do work away from the office and spend less time on the roads.

Sprint Delivers: A Perspective of Change with Shared Services

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