World-Class Defined: NASC National Conference - Denver Colorado

World-Class
Defined
Building a World-Class Organization
NASC National Conference –

Denver Colorado
By: Penny Weller, Senior Director

The Hackett Group
March 2008
Agenda
 World-Class Defined and The Hackett Group

 Role of Shared Services – why so many organizations
have gone this way
 Trends in Shared Services
Page 2
© 2008 The Hackett Group. All rights reserved.

World-Class Defined
Page 3

Hackett Value Grid™ − the foundation for how
Hackett defines
world-class performance
Hackett Value Grid™ (Finance
example)
EFFECTIVENESS EFFICIENCY
 Industry relative total  Overall function cost as a
excess return %
 Operating profit volatility of revenue
 Cost of capital  Process cost as a % of
 Days sales outstanding revenue
 Days payables  Technology cost per
outstanding function FTE
 Days Inventory on-hand  Staffing levels by process
 Quality metrics  Cycle times and iterations
 Accuracy of forecasts and  Unit cost of transactions
analysis  Utilization of self-service
 Functional role in for inquiry
strategic decision making  Application complexity
 Percent of time analytic  Automation of transactions
focus in on proactive  Reliance on spreadsheets
decision making  Percent of business
reports distributed
electronically
Page 4

Unique process taxonomy spans SG&A
multiple functions across 59 process groups
Procurement
 Supply Data Management  Sourcing Execution
 Requisition & PO  Supplier Management &
Processing Development
Finance  Supplier Scheduling  Function Strategy &
 Receipt Processing Performance Management
 Cash disbursements  Compliance Management  Sourcing & Supply Base
 Compliance Management
 Revenue cycle  Planning & Performance Strategy
 Customer Management
 Accounting and external Management  Function Management
reporting  Business Analysis
 Tax management  Function Management Human Resources
 Treasury management
 Total Rewards  Workforce Development
Information Technology Administration Services
 Infrastructure Management  Quality Assurance  Payroll Services  Organizational Effectiveness
 End User Support  Risk Management  Data Management,  Total Rewards Planning
 Infrastructure Reporting & Compliance  Strategic Workforce Planning
 IT Business Planning
Development  Staffing Services  Function Management
 Enterprise Architecture
 Application Maintenance Planning
 Application Development &  Emerging Technologies
Implementation  Function Management
Hackett’s
taxonomy
ensures an
apples-to-
apples
comparison
Page 5

Hackett insights are based on work with 2,700 of
the world’s leading companies
97%
of the Dow
Jones
Industrials
73%
of the Fortune
100
88%
of the Dow
Jones Global
Titans
73%
of the DAX
30
45%
of the FTSE
100
Page 6

Does being World-class matter?
$6.3 million $1.7 million $1.9 million

in savings per $1 in savings per in cost savings per World-class are
billion of revenue 10,000 $1 billion of spend investing more in IT
employees
1.24% 51% 1,995 9% 0.82 23 5%$9,198
% % $8,701
1,82
2 0.63%
0.61%
Median WC Median WC Median WC Median WC
Overall Finance cost Overall HR cost Overall Overall IT cost

as a % of revenue per employee Procurement cost per end user
as a % of spend
Hackett 2007 Functional Performance Data - Select SG&A Functions
What are your performance improvement opportunities?
2007 Finance Benchmark

Page 7

Key Focus Areas for Finance
Page 8

World-class Finance organizations continue to
differentiate themselves from the peer group
Finance cost as a percent of revenue
• ERP implementation • Refinement of shared • Globalization
• Beginnings of shared services • Increasing focus on
services • Advent of web and planning and analysis
• Shift from mainframe self service • Sarbanes-Oxley
to client server • Data warehousing
increasing
• Maturing shared
services
2007 Finance Benchmark

Page 9

Finance is being transformed…..
Traditional Finance Emerging Finance
Analytical
services
Analyti
Process & Technology cal
Enablers service
s
Traditional
Transactional Shared
services Services
Transactional
services
Focus – Managing The NumbersFocus – Managing The Business
Page 10

With decision support processes being added to
the mix, a new chapter is being written in the
history of shared services
 Historically, the shared services story has essentially been the
consolidation of transactional processes
 That story is changing; increasing numbers of companies are
moving higher-value finance processes, such as performance
reporting and business analysis, into shared services
organizations
 Moving activities performed in shared services further up the
value chain is a core element of the emerging finance delivery
model
2007 BOOK OF NUMBERS™ Research Series: Performance Metrics and Practices of World-Class Finance Organizations
Page 11

Finance Shared Services
Page 12

“The secret of world-class companies’ success—
basically,
their ability to do more with less—lies in getting
the mix right: streamlining processes,
embedding controls within the processes,
reducing or eliminating manual handoffs, and
leveraging the functionality of technology are
essential to driving lower error rates and lower
overall costs.”
Profile of World-Class
Finance
Page 13

What is Shared Services? (Definition)
Shared Services is an approach (operating model) used by

companies around the globe to organize and deliver
internal support services more efficiently and effectively.
It generally involves removing work activities from
business units, and standardizing & consolidating the way
in which those services are delivered to provide value to
the business units in the form of reduced overall G&A
costs and increased service performance.
Page 14

World-Class Finance Shared Services
Strategic Business
Alignment/ Customers Employees Suppliers
Units
Partnering
People/Organizatio Shared Services Operations

n
Hire Accou Procu

Customer
Process to nt to re
to
Retir Report To
Cash
e Pay
Technology Technology Leverage
Page 15

Many have achieved initial success - what’s
next – expanding scope & geographies -- how to
be ‘virtual’ – process, technology or sourcing
 Expanding scope of services
 Expanding geographies
 Global hubs
 Regional centers
 Competency centers
World-
Le
ap
?
Class
tum
uan
t Q
x
Ne
a rd
rw
Fo
ap
Le Virtualizatio
m
a ntu n
Qu
Process Offshoring
Manageme Outsourcin ‘location
nt & g neutral’
Standardi
Technology
Centraliz ze
Leverage
e
Page 16

Key shared services’ operating principles
 Benefits primarily from “economies of scale” and

standardization
 Shares resources and costs across business units
 Provides process or knowledge-based services
 Operates with a “business mentality”
 Uses contractual arrangements (SLAs) to define service level
and responsibilities
 Embraces metrics to sustain contribution; typically including
internal charging to drive desired performance
 Uses an end-to-end approach to ensure the entire process is
optimized
Page 17

Shared Services Combines the Benefits of Both
Centralized and Decentralized Operations
Shared
Decentralized Centralized
Lean, Flat Organization

Remote from
Variable Business
Standards Business Independent Common
Systems &
Unit of Business Support
Maintain
s Control
Unresponsive
Different Control of Synergies Consistent
Standards & No Business Unit
Environments Decision
Controls
s Control
Responsive
Higher Costs to Client
Economies
of Central Overhead
Needs
Greater Visibility of Scale
Inflexible to
Duplication Business Unit
Dissemination of
of Effort Needs
Best Practices
Companies impacted by regulations like Sarbanes Oxley see many benefits

from shared services
Page 18

Shared Services so much more than
“centralization”…
Business Unit – Corporate
Centralized Processing Shared Services
Staff Supplier/Partner
Supplier/Partner
Cost Center Business
Business
Controls Value
Value
Functional Specialist Service
ServiceProvider
Provider
Allegiance to Departments Allegiance
AllegiancetotoCustomers
Customers
Functional Organization Boxes Pooled
PooledResources
Resources
Bureaucracy Economies
EconomiesofofScale
Scale
“My Job Performance” Shared
SharedMeasures
MeasuresandandRewards
Rewards
“Not My Job” “How
“HowCan
CanI IHelp?”
Help?”
Entitlement Accountability
Accountability
Up the Ladder Two-way
Two-wayResponsibility
Responsibility
One-way Feedback Metric-Centric
Metric-Centric
Passion
Passionfor
forProcess
ProcessManagement
Management
Maturity
Page 19

World-class organizations use shared services
to a greater extent in many processes
Shared service utilization
Source: Hackett SG&A Benchmark Population 2007
Page 20

Shared Services enables world-class
performance
63% Fewer Errors in Billing 60% Less Transactional 38% More Training
Processing Staff
Error Rates Transaction Processing Staff Hours of Training
5% More
Finance Technology 100% More Mature Balanced
Scorecard Programs
Investment
Peer group
World-class
Technology Spend Balanced Scorecard
Page 21

Shared services decisions
“Functional Analysis”
How am I performing compared to peers? Develop
the business case well enough to achieve executive
and business unit support
“Location Assessment”
What location best meets my organization today
and into the future?
“Insource or Outsource”
Should I implement a shared services strategy with
my internal team or partner with an outside
organization?
“Size of the Prize”
How big is the Opportunity from
Shared Services?
“Process Transformation”
How do I design my processes to take advantage of
best practices? How to measure success? KPIs,
Scorecards
Page 22

World-Class Finance Shared Services
How to transition more easily…five
key areas
Page 23

Tools with the Highest Optimization Effect
Continuous improvement/ quality 83%

program 44%
83%
Single integrated ERP platform
65%
75%
End-to-end process design
46%
58%
Standard chartof accounts
31%
42%
Measurementintensive KPI reporting
28%
33%
Extensive staff training
13%
World-Class
25%
Change managementmentality Peer Group
23%
2007 Finance Shared Services

Page 24
Performance Study

Finance Shared Services – Savings without a
formal continuous improvement process and
culture in place
Planned Achieved
6% 6% 9% 6%
11% 9%
14%
25%
31%
52% 31%
69% of SSOs plan to save 20% or more costs 46% of SSOs have saved 20% or more costs
>60% 41 to 60% 21 to 40% 11 to 20% 1 to 10% No Change
Page 25

Finance Shared Services – Savings with
formal continuous improvement process and
culture in place
Planned Achieved
5% 5% 2% 7%
16%
16%
19%
30%
55% 45%
>60% 41 to 60% 21 to 40% 11 to 20% 1 to 10% No Change
Page 26

World-class shared services
1. Leadership support and execution

2. Passion around process
3. Customer respect
4. Sourcing and technology
5. People-driven culture
Page 27

1. Leadership support and execution
 Project plan accepted at the top

 Walk the talk
– don’t “back down”
– acknowledge as a key initiative
 Build “tension” – stretch goals
– Performance gaps
– Make the “tough” decisions
– Sense of urgency
 Assign “stars” – transformation
team, global process owners
Page 28

2. Passion around process
 Metric-centric: (scorecards, strategy maps)

– Quality, Cost, Delivery
 Benchmark externally
 End-to-end process design
 Value ideas and creativity
– Quick wins!
 Continuous improvement
– 6 Sigma, LEAN, Baldrige
Quality
– Activity based management
Time
Page 29

With Quality Program - Lower Accounts Payable
Cost
Accounts Payable
Process Cost per invoice
$4.30
38% $2.68
Without Quality With Quality

Program Program
Source Hackett Process Benchmark Research
Page 30

Achieve greater cost savings and quality
improvements
Achieve 40% or greater improvement in quality

Achieve 40% or greater reduction in process cost output
24.0% 20.0%
51% 37%
11.8% 12.6
%
Without Quality With Quality Without Quality With Quality

Program Program Program Program
Page 31

End-to-end process design
 Organization appoints global end-to-end process owners

within shared services who have responsibility for
process standardization and process direction on a
global basis
– develop targets
– accountable for process
– measure success
Page 32

3. Customer respect – internal partnerships
 Market the center – clear messaging

 Connections – integrate with other initiatives and teams,
customer councils, governance
 Invite self and promote contributions
 Alignment of functional priorities with business
 Customer surveys – leader involvement
 Complaints are gift
Page 33

Organizations utilizing Service Level
Agreements (SLAs) have lower costs per
transaction
Accounts Payable Travel Expense
Cost per invoice Cost per record (1st Quartile)
(1st Quartile)
$6.03
$1.56
72%
$1.6
8
44% $.87
<20% SLA Utilization >60% SLA <20% SLA Utilization >60% SLA
Utilization Utilization

Page 34

4. Sourcing and technology
 Focus on reducing business complexity

 Alignment of functional priorities with business
 Leveraging ROI on technology for both
transaction processing as well as information
access
Page 35

5. People-driven culture
 Clear purpose and mission

– Engagement
 Create the culture
– Encourage risk taking
– Celebrate success
 Formal change management
 Formal process management
 Metrics that focus on desired
behaviors – performance
 Commitment to invest in people
Page 36

Change management
 Formal change management process in place to include

activities like ensuring major process changes agreed to
with customers before implementation
 Too often, an SSC thinks they know what their customers

want or how best to provide services.
Page 37

Change management
Travel Expense Reports per FTE Span of Control

(1st Quartile) Accounts Payable (Median)
26,667 12.0
8.83 26%
79%
5,461
Without Change With Change Without Change With Change

Management Management Management Management
Program Program Program Program
Page 38

Hackett Finance Shared Service Advisory
Members
Services provided
2007 Finance Advisory Membership

Page 39

Hackett Finance Shared Services Advisory
Members
Services provided
2007 Finance Advisory Membership

Page 40

2007 Finance Shared Services Performance Results
Page 41

The Hackett Value GridTM
Hackett Value
Grid™
Although this is a sample, each dot on
The Hackett Value Grid will represent
EFFECTIVENESS
organizations that participated in the
 Partnership
 Quality 2007 Performance Study. The star will
 Talent
represent your organization and
Management
indicate how it compares in the areas of
efficiency and effectiveness to the other
EFFICIENCY participants.
 Cost
 Cycle Time
 Technology
Enablement
 Complexity
 Governance
Page 42
2007 Finance Shared Services Performance Study
© 2007 The Hackett Group. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.
Executive Summary
 No surprises that the survey shows that Finance Shared

Services are well established and are delivering benefits
 What we have found is:
– Increasing value add within SSOs – 25% of world-class SSOs already
have business analysis in their SSO with 75% intending to within the
next three to five years
– Increasing focus on talent – world-class SSOs make a higher
investment in staff training and benefit from a markedly lower turnover
of staff compared the peer group (42% have staff turnover below 5%
compared with only 16% of the peer group)
 And there are still some basic ways to improve SSOs:
– Governance – 16% of SSOs are still operating without SLAs
– Addressing activity drivers – 33% of world-class SSOs are now
explicitly pricing to change behavior
Page 43
The 2007 Finance Shared Services Performance
Study Included 167 Organizations Across
Various Industries and Geographies – The
Following
 Alcoa, Inc. is a Partial List H.J. Heinz Company
 Alfred McAlpine Infrastructure  Infineon Technologies AG
Services Ltd.  InterContinental Hotels Group PLC
 Avis Rent a Car System, LLC
 International Paper Company
 BAE Systems PLC
 Marriott International, Inc.
 Basell Polyolefins UK Ltd
 Metso Shared Services Oy
 British American Tobacco p.l.c.
 NetworkRail
 The British Council
 NHS Shared Business Services
 Cargill, Incorporated
 Novo Nordisk A/S
 The Caterpillar, Inc.
 Pitney Bowes Inc.
 Citibank, NA
 RWE Systems AG
 The Coca-Cola Company
 Sappi Fine Paper
 COLT
 Seagate Technology LLC
 Deutsche Lufthansa AG
 Siemens AG
 Diageo plc
 Sprint Nextel Corporation
 DPD GeoPost (Deutschland) GmbH &
Co Kg  State of Tennessee
 Global Hyatt Corporation  Tetra Pak International
 Gold Fields Shared Service (Pty) Ltd  Viacom Inc.
 H.B. Fuller Company
Page 44
Finance Shared Services General Demographics
Size of Companies in Study Employee Size in Study Industry Distribution in Study

Greater than Less than Greater than Telecoms /
$50billion $1billion 100k Less than Utilities Consumer
9% 14% 10% 10k 3%
Goods
21% 24%
$20 billion- Resources,
$50billion Mfr, Capital
19% $1billion- Goods
50k - 100k
$5billion 39%
23%
17% Financials
4%
10k - 20k Govt/ Non-
19% profit
$10billion- 3%
$20 billion $5 billion- 35k - 50k Healthcare
20% 12% 20k - 35k IT 14%
$10billion
15% 13%
21%
The median company is at $9 Billion The median company is at 26,000 We have a good mix of industries
in revenue employees participating in the study

Page 45
Finance Shared Services Demographics
$12B
< $1B $1B - $5B $5B - $10B $10B - $25B > $25B
42K
< 10K 10K – 20K 20K – 45K 45K - 75K > 75K
1 2 3-4 >4
12
1 2-5 6 - 16 > 16
World-Class World-Class Range

Page 46
Reasons for Selecting the SSC Location
20% 20% 20%

18%
15% 15% 15%
12%
10% 10% 10% 10%
5%
1%
Labor arbitrage Employee skills / Lowrisks Exceptional Culturallyacceptable Timzone availability Existingfacility
languages infrastructure
Peer Group World-Class

Page 47
Scope of Finance Shared Services – People
33%
31%
29%
27%
12%
10% 11% 11%
10%
8%
6% 6%
3% 3%
Less than100 100to 250 250to 400 400 to 700 700to 1000 1000to 1500 1500to 2000
Today Future

Page 48
Benefits from Business Support in Finance
Shared Services
Degree of Process
Standardization
100%
80%
70%
66%
Yes, efficiencyincreased Yes, qualityincreased

Page 49
Percent of Annual Voluntary Employee Turnover
42%
33%
32%
28%
25%
16% 17%
8%
Less than5% Between5 and10% Between10and20% Greater than 20%

Page 50
Degreed and Certified Shared Services’
Employees
100% 100% 100%
80%
60%
50% 48% 50% 50%
40%
30%
25%
20% 20%
ManagementDegreed Management Management Professional Degreed Professional Advanced Professional Clerical Degreed
Advanced Degreed Certification Degreed Certification
Page 51
Number of Annual Training Hours Per Service
Center Employee
75%
48%
28%
17%
14%
10%
8%
0%
Less than20hours Between20and 30 hours Between30and 40hours Greater than40hours

Page 52
Finance Shared Services – Level of Success in
Targeted BenefitsImprove Service, Quality, Accuracy and
Corporate Strategy Group Similar Tasks and Expertise for
Timeliness a Critical Mass
2% 1%
7% 3%
27%
51% 52%
45%
40%
72%
High Medium Low None World-Class
Reduce Redundant Tasks Reduce Administration Costs Reduce Headcount and Salary/Wages
5% 7% 13%
12%
40%
37%
49%
53% 38%
46%

Page 53
Finance Shared Services – Level of Success in
Targeted Benefits (cont.)
Reduce Infrastructure Costs Improve Working Capital
5%
15%
24%
28%
26%
33% 28%
41%
High Medium Low None World-Class
Standardize Services Simplify Roll-out and IT System Support

7% 1% 8%
13%
33%
52%
40%
46%

Page 54
Finance Shared Services – Savings
Planned Achieved
5% 5% 4% 6%
8%
14%
22% 21%
23%
54% 38%
>60% 41 to 60% 21 to 40% 11 to 20% 1 to 10% No Change World-Class

Page 55
Result of SSO Implementation
Productivity Quality Customer Service
1% 4% 1% 3% 7%
10% 9% 9% 11%
13%
16%
13%
21% 25% 17%
25%
23%
35%
23%
34%
79% of companies saw more than

89% of companies saw more than 82% of companies saw more than
10% of customer service
10% of productivity improvement 10% of quality improvement
improvement
>60% 41 to 60% 21 to 40% 11 to 20% 1 to 10% No Change Negative Impact World-Class

Page 56
ERP Utilization
Percent of Countries or Business Units that are Using Standardized Number of ERP Systems Utilized by Your Staff
Processes
73%
50%
1
Between 80 and 56%
100%
31%
9%
2-5
33%
42%
Between 50 and
80% 9%
40% 6-10
5%
8% 9%
Between 20 and >10
50% 6%
16%
World-Class Peer Group
0% 2007 Finance Shared Services Performance Study

Less than 20%
Page 57
14%
Finance Shared Services – Future Plans
Continuous improvement/ quality 83%

program 44%
Planning to extend scope of services / 75%

countries serviced byexisting SSO 48%
Planningnew/ additional shared service 42%

locations 27%
39%
e-Invoicing
42%
37%
ERP
33%
31%
Self-service capabilities
17%
31%
Data warehouse
42%
24%
Data analysis &reporting tools
33%
Automatic matching &paymentallocation 23%

tools 25% World-Class
22% Peer Group
e-Procurement
25%

Page 58
Finance Shared Services – Moving Up The Value
Chain
Strategy
Decision Support
Transactions
Eliminate . . . Automate . . . Offshore
Shared Service Organizations are eliminating work as they deliver benefits, and are taking on
additional responsibility for decision support activities
Page 59

Scope of Finance Shared Services – Decision
Support
Today Future
Business 50% Business

Performance Performance
Reporting 20% Analysis 26%
Outlook / Interim 30%

Cost Analysis
Forecasting 0% 41%
Business 25% 63%

Performance Cost Accounting
Analysis 0% 41%
20% Business 50%

Cost Analysis Performance
0% Reporting 41%
20% 38%
Budgeting Budgeting
0% 25%
Page 60 10% Outlook / Interim 25%
Cost Accounting Forecasting
3%
© 2008The Hackett Group. All rights reserved.
22%
Finance Shared Services
Trends in Shared Services – Outsourcing - Offshoring
Page 61
© 2008The Hackett Group. All rights reserved.

On-going Research – Business Process Sourcing
-
1. Decentralized
2. Centralized / shared services – onshore within the country
or region being serviced
3. Centralized / shared services – offshore at a lower labor
cost location outside the country or region being serviced
4. Outsourced onshore or offshore – to a third party
5. Fully automated – manual intervention is minimal
www.thehackettgroup.com/studies/sourcing
Page 62

Finance – Overall – 2005 through 2010
In three years
12% 13% 10%

25% 27%
33%
47%
56% 52%
60% 54%
52%
14%
7%
11% 10% 11%
6% 6% 5% 11%
5% 6% 8% 18% 18%
4% 3% 5% 10%
2005 2006 2007 2008 2009 2010
FullyAutomated OutsourcedOnshoreorOffshore
CentralizedSharedServices Offshore CentralizedSharedServices Onshore
Decentralized
2007 Finance Business Process Sourcing Study

Performance Study
Page 63

Finance – Overall – Focus on 2007 Actual
Compared to Planned
2007 Finance Business Process Sourcing Study

Performance Study
Page 64

Contact Information
Penny Weller, PhD, CMA

Finance Shared Services and Account to Report
Advisory Programs
The Hackett Group

1117 Perimeter Center West, Suite N-500
Atlanta, GA 30338-5451
[email protected]
www.TheHackettGroup.com
Page 65

World-Class Defined: NASC National Conference - Denver Colorado

Uploaded by

Copyright:

Available Formats

World-Class Defined: NASC National Conference - Denver Colorado

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

World-Class Defined: NASC National Conference - Denver Colorado

Uploaded by

Copyright:

Available Formats

World-Class

NASC National Conference –

By: Penny Weller, Senior Director

 World-Class Defined and The Hackett Group

© 2008 The Hackett Group. All rights reserved.

© 2008 The Hackett Group. All rights reserved.

© 2008 The Hackett Group. All rights reserved.

© 2008 The Hackett Group. All rights reserved.

© 2008 The Hackett Group. All rights reserved.

$6.3 million $1.7 million $1.9 million

Median WC Median WC Median WC Median WC

Overall Finance cost Overall HR cost Overall Overall IT cost

What are your performance improvement opportunities?

2007 Finance Benchmark

© 2008 The Hackett Group. All rights reserved.

© 2008 The Hackett Group. All rights reserved.

2007 Finance Benchmark

© 2008 The Hackett Group. All rights reserved.

Traditional Finance Emerging Finance

Focus – Managing The NumbersFocus – Managing The Business

© 2008 The Hackett Group. All rights reserved.

© 2008 The Hackett Group. All rights reserved.

© 2008 The Hackett Group. All rights reserved.

© 2008 The Hackett Group. All rights reserved.

Shared Services is an approach (operating model) used by

© 2008 The Hackett Group. All rights reserved.

People/Organizatio Shared Services Operations

Hire Accou Procu

Technology Technology Leverage

© 2008 The Hackett Group. All rights reserved.

© 2008 The Hackett Group. All rights reserved.

 Benefits primarily from “economies of scale” and

© 2008 The Hackett Group. All rights reserved.

Lean, Flat Organization

Companies impacted by regulations like Sarbanes Oxley see many benefits

© 2008 The Hackett Group. All rights reserved.

© 2008 The Hackett Group. All rights reserved.

Source: Hackett SG&A Benchmark Population 2007

© 2008 The Hackett Group. All rights reserved.

Error Rates Transaction Processing Staff Hours of Training

© 2008 The Hackett Group. All rights reserved.

© 2008 The Hackett Group. All rights reserved.

© 2008 The Hackett Group. All rights reserved.

Continuous improvement/ quality 83%

2007 Finance Shared Services

© 2008 The Hackett Group. All rights reserved.

>60% 41 to 60% 21 to 40% 11 to 20% 1 to 10% No Change

© 2008 The Hackett Group. All rights reserved.

>60% 41 to 60% 21 to 40% 11 to 20% 1 to 10% No Change

© 2008 The Hackett Group. All rights reserved.

1. Leadership support and execution

© 2008 The Hackett Group. All rights reserved.

 Project plan accepted at the top

© 2008 The Hackett Group. All rights reserved.

 Metric-centric: (scorecards, strategy maps)

© 2008 The Hackett Group. All rights reserved.

Without Quality With Quality

Source Hackett Process Benchmark Research