Shared service centers (SSCs) are a key element of the digital infrastructure of large companies today. This is not just an optimization tool, but a full-fledged service lever that combines and automates all routine processes – from personnel administration to accounting and document management.
Today, companies are increasingly choosing a SSC model so as not to waste resources on developing their own IT systems and maintaining large administrative teams. What business processes and how quickly can you transfer to SSC?
The main vector for the development of SSC is the transition from a transactional model to a full-fledged digital business service. Human centrality comes to the fore: focus not only on speed and efficiency, but also on the real user experience – both external and internal client.
Why companies need SSC
The digital core or SSC is a strategic asset of the company. SSCs combine 3 key components: IT systems, optimal processes and technologies in a fully digital format.
Automation and systematization of these elements allow to create unique digital solutions that reduce company costs. For example, with their help, you can predictively manage staff turnover, identify employee burnout and record negative reactions at meetings or in corporate messengers.
For almost any business, especially a large one, data today is “new oil,” digital employees are a valuable asset, and optimized processes are directly converted into money. That is why the formation of the digital core today is a necessary investment in the future of the company.
What changes after the introduction of SSC can business count on
The transition of companies to the use of a SSC will affect all levels of activity.
Mutual understanding between employees and managers will grow. Digital technologies have not yet learned to work without human control. A successful service is impossible without trust and interaction within the team. No matter how innovative the tools are, it is the corporate culture and mutual understanding of employees that form the basis of an effective SSC.
A new employee type appears. Modern service centers need specialists of a new format, the so-called digital-ready employees. Such professionals should be able to work with low-code and no-code platforms, analyze data using AI, and independently find and implement technological solutions.
Processes will become faster, their costs will be lower. In conditions of economic turbulence, business expects three things from services: speed, quality and optimal cost. A modern SSC can provide services with minimal time and budget, without losing accuracy and convenience.
Long-term partnership. The future of SSC is the creation of ecosystems. Moreover, we are not just talking about a single support center, but about an extensive cloud platform, where companies can connect additional services, exchange data and develop joint solutions.
A new generation SSC is not only digitalization, but also a conscious approach to business management. Service centers help companies become more agile, cost-effective and closer to their customers.
SSC creation phases
The process of transition from a decentralized model to a centralized one includes 3 key stages.
- Diagnosis and concept. Analysis of the current state and comparison with the desired result is carried out, and then the development of an optimal model with location, number, necessary systems and tools – the minimum viable product of the future center of general operations. If step 1 is positive, go to step 2.
- Detailed design. At a detailed level, we prescribe who works and how, what is guided by what, how units interact, what indicators and reporting are established, what result we expect and how we economically justify it. This is the longest phase – usually 3 to 6 months.
- Transfer and stabilization of SSC. Achievement of the specified capacity and transition to stable operation in normal operation mode.
How businesses are preparing for the digital future
The SSC operating model has ceased to be just a process control scheme, today it is a full-fledged digital ecosystem with three levels.
The front office is a kind of “human face” of the company; it implies meetings with clients, collecting documents in government agencies and where the law does not yet recognize the figure. But this level is gradually moving into a smartphone: very soon all services will be available through personal accounts and mobile applications.
The back office is a real arena of automation. In a few years, half of all transactions will be performed without human intervention. Neural networks and digital assistants will replace protocolists, analysts, accountants and some of the workflow staff.
The management company is the brain of the entire system, it forms the strategy, makes key decisions and is responsible for the client experience of a new level. This level requires new roles, such as chief experience officer (CXO). The tasks of CXO are to optimize each contact with the client, to make it as comfortable as possible. This is like a pleasure from the tailor-made dream costume, which was bought in the mass market.
The role of main asset, of course, will remain with data that will help build personalized offers and relationships with the client. To work with data arrays, you need a CDO – a data director who is responsible for their structure, quality and reliability.
By Svetlana Bormatova, General Director of JSC “Greenatom Simple Solutions” (part of the contour of Rosatom State Corporation)