Highlights from the First SSON Global Advisory Board Meeting
I’ve been to, and listened in on, dozens of advisory board meetings. They are essential to the development of a good conference and help us event producers figure out what the industry is truly interested in, so that we can build events they want to attend.
Sometimes, there are so many interesting nuggets being discussed that my head spins and it’s hard for me to decide what topic I want to dive into first. Last week’s meeting of SSON’s Global Advisory Board was one of those times.
SSON has had regional advisory boards for as long as
we’ve run regional events (and that is 20+ years!). But this is the first time
we’ve created a global advisory board representing some of the most experienced
Shared Services executives from around the world – literally. Its purpose
is the same as our regional boards, but bigger.
These meetings will define SSON’s events and content for the coming year. I’m
in no way an expert myself but after six years with SSON it’s been fascinating
to see the industry evolve. Here are some of the insights from our first
meeting – you’ll be seeing them reflected in some form or other at our events over
the next year!
1. Should we be called Integrated Business Solutions?
This discussion terrified me because, honestly, we’re the Shared Services and Outsourcing Network. Some Board members were all about the change, with discussion centering around the fact that SSO and GBS organizations aren’t just about service, even though that element will always continue, but they’re about providing solutions moving into the future, and that SSO/GBS organizations are really the only unit capable of providing these solutions and then scaling them to the entire business.
The three things an SSO should do in all cases (according
to one board member) are:
a. Provide
services, which is table stakes
b. Work
in an advisory role, which SSOs are well placed for considering their proximity
to all business units
c. Create solutions that are repeatable across the business and that can be delivered from the SSO, but that could also be embedded in the organization.
But not everyone agreed with Integrated Business
Solutions being the way to go. As one board member explained, his SSO is
described as an enablement organization,
enabling transactions around higher value work, such as business analytics. And
this enablement organization must
include both the service provider and the client.
2. Perception is reality – How important is branding for a Shared Services Organization?
Related to the question about the actual name of Shared
Services is how it’s perceived by the rest of the business. For years we’ve
talked about how Shared Services doesn’t get the credit it’s due, despite the
huge cost savings and innovation it brings to the business, and one of the
biggest reasons for that is that it’s not branded in a way that promotes its
importance. One board member commented that SSOs should want to be seen as a
disruptive force and the transformation machine for the enterprise.
Another participant commented that having the SSO branded – whether as Business Services or something else – is extremely important from the global executive board down, because it becomes recognizable to everyone. But you can’t get that recognition without consistent messaging and branding.
3. How all of this ties into the talent challenge
At the end of the day, if you don’t have the best talent
in the seat, nothing else will matter because you won’t show your value. Shared
Services has always been challenged in this regard because of its perception in
the market. That’s another reason why the right branding is so important. As a
board member said, “If you want the SSO to move up the value chain and value
curve, it needs to be seen as an organization with a career path – which isn’t
just about moving paper around, with a better title”. Adding to that, another
said that Shared Services has to prove that it’s not just transactional, but transformational. A name change alone
isn’t going to attract more talent or make the SSO/GBS a shinier penny within
the business. Knowing that the SSO/GBS isn’t just about process documentation –
and making sure your prospective talent knows that – is the only way an
organization is going to get serious applicants who want to build their careers
within that organization.
How to move the needle? By highlighting the digital transformation happening within Shared Services. But that might be a topic for my next post!
Heather King
Divisional Director
SSON Americas