With rising tuition, research dollars shrinking, and state budget allocations being reduced, the higher education industry has important cost issues to address. To manage this, a growing number of colleges and universities are adopting a shared services model for various activities and transactions. However, the higher education sector is relatively new to the adoption of such a model, and there are already a number of frequently voiced myths that, if believed, can leave an institution hesitant to implement shared services.
Ronn Kolbash, Associate Vice President for Shared Services, University of Chicago and Stephanie Avallone, Director of Service & Quality Management, Yale University debunk these myths in this exclusive article.
Despite the obvious process improvements and efficiencies afforded by a shared services model, many institutions struggle to upend deeply-rooted processes that prevent cost-savings and efficiencies. Stephanie Avallone, Director, Strategy & Quality Management at Yale Shared Services, walks us through the university's strategy, implementation and continual improvements in this exclusive interview.
"I've learned over the years that the more time I spent with the people the more successful we become," says Pam Gabel, Executive Director, Shared Services Center, University of Michigan in this exclusive interview. It's all about the People. Processes can be trained. Process improvement can be strategized. It's easy to train people to do value mapping, but it's difficult to train someone to deliver a vision and to be responsive to people. That takes a lot more time.
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.
In this exclusive interview, Kevin Hegary, Executive Vice President and Chief Financial Officer, University of Michigan, helps us understand that designing your shared services model to solve the problems your organization is currently facing is the key to success.
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 presentation, Mark Robinson, Director of Lean, University of St. Andrews disuccess the Lean basic principles applied to your Shared Services Centre Operations and how to develop and stick to your plan.
Get an inside look about Scott Madden, a management consulting firm, from Courtney Jackson, Partner, Multi-FunctionTransformation and Change Management and Laura Campbell, Director, Multi-Function Supporting Technologies. Learn about their shared services knowledge, expertise, and experience.
Find out why Change Management is important to shared services from Megan Glide Villasenor, MBA Assistant Director, Customer Service & Strategic Initiatives, University of California, Davis
Find out how Matthew Fajack, Vice Chancellor, Finance & Administration, University of North Carolina at Chapel Hill designed and launched a shared service model to serve Carolina.
Ahead of the event, we interviewed our speakers, see what tactics they use to enhance their employee engagement and what successes they've seen!
For any questions, please email us at EnquiryIQPC@iqpc.com
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.
How to use a 'try and test' methodology to hone in on solving user experience
In the age of user-centricity and customer experience, Design Thinking coming to the fore. SSON’s editor talks to Mito Mihelič, Head of Design Thinking at Viessmann Group GmbH.
Why is Design Thinking becoming so important? The answer is because most organizations don't truly know their customer, and that’s a problem they need to solve, especially as the digital revolution risks exacerbating this gap. And while Design Thinking might be an intuitive approach to improving Viessmann’s customers’ appreciation for the company’s heating, cooling and climate control technology, it’s equally valuable in improving business process gaps. In fact, the philosophy is truly about humanizing digital processes.
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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