【正文】 omogeneity across the business units should be evaluated for all activity to assess the opportunity to consolidate it within the shared service center. Activities that are most mon across the business units and low in strategic importance have the highest potential to be shared. 5 Likely to be largely BU Likely to be largely SSC Joint / “grey areas” ? decision support ? planning, budgeting amp。 forecasting ? contract negotiation ? local statutory accounting ? legal and tax reporting ? accounts payable ? general ledger ? employee expenses ? remittance processing ? cash management ? contract administration ? order entry amp。 collection ? management reporting ? inventory management ? mission plan ? fixed assets ? payroll/pension/benefits ? internal controls Shared Service Example Accounting Based on the uniqueness and strategic implications of a process across the anization, activities would be divided between the shared service center and business units. 6 Guidelines for Service Level Agreements (SLA) Service level agreements should address the following guidelines when implemented in a shared service environment. Look to outside counsel for objective opinion Don’t try to implement SLAs across the board Expectations can – and will – be outrageous – everyone is not going to get what they want To achieve consistency across the pany, train people to develop and manage SLAs SLAs cannot exist in a vacuum。 Presentment Customized Solutions Financial Account Processing BPO Trust amp。C Insurance Credit Card Finance Companies . Banks Non . FSP Other . Financial Services Companies Small Banks Medium Banks Large Banks Affinity Orgs Major Employers Portals Banks Other F/S Non F/S . Non Financial Services Market Segments: InAble Framework 14 Market Facing Solution Strategies Consulting International Broadening FS Peration eMerging Solutions Sales Framework Operations and Delivery Account Aggregation InAble Global Strategies Project inAble has identified several global strategies that require anizationwide or global coordination across solutions. The anizational design team is addressing the design issues related to Sales, Operation and Delivery (Shared Services), and Consulting. Global Strategies Addressed by Organizational Design Project 15 Market Facing Solution Strategies Consulting International Broadening FS Peration eMerging Solutions Sales Framework Operations and Delivery Account Aggregation InAble Global Strategies Project inAble has identified several global strategies that require anizationwide or global coordination across solutions. The anizational design team is addressing the design issues related to Sales, Operation and Delivery (Shared Services), and Consulting. Global Strategies Addressed by Organizational Design Project 16 Organizational Design Guiding Principles Organizational design guiding principles are derived from inAble guiding principles Strategic Focus and Execution: Business models will be focused on understanding market forces and opportunities, and shifting priorities to follow market dynamics. Proactive Research amp。D needs to adopt an aggressive and proactive portfolio management approach. Sales: A sales process model and anization needs to allow for maximizing existing client relationships while peting effectively with solution and product sales expertise. Marketing: Key marketing processes should be centralized and shared, to leverage existing capabilities in new market segments. Client Relationship Management: Metavante wants to continue to emphasize its strength in client management and enhance it with a new approach to sales. Shared Services: Support functions need to be standardized and leveraged throughout the anization whenever possible. Operational Excellence: Although Metavante places a premium on strategic positioning, the importance of quality delivery requires a highly disciplined, performancemanaged anization. 17 Key Organizational Components Marketing, Sales, amp。 Delivery The internal efficiencies and management of the processes that enable the operations and delivery of products and services and support of the client. Innovation and Product Development amp。D) Marketing Mergers and Acquisitions IT Services Conversions Client Call Center Strategy Education Organizational Design Baseline Structure Production * Note: The broad categories of Headquarters, Corporate Development, and Shared Operations need not translate directly to anizations headed by a single executive. Other considerations such as span of control, CEO focus, and executive experience might support a category being spread across several anizations and executives. As a starting point, all iterations of the anizational model held the following categories* constant. P r o s C o n s In t e r d e p e n d e n c ie s? P r o m o te s o p e r a tio n a le ff i c i e n ci e s a n d c a p a b i l i ty? O r g a n i za ti o n a l e m p h a si so n s h a re d s e r v i ce s? S h a r e d s e r v i c e s c r e a tem a n a g e m e n t c o m p le x i tya n d c a n i m p a c t s p e e d /r e s p o n s i v e n e s s? A c q u i si ti o n in te g ra ti o n /d i v e s ti tu re m o r e d i ff i cu l t? A l l c o m m o n s e r v i c e s a res ta n d a rd i z e d , a n d s h a r e da c r o s s t h e o r g a n i z a ti o n a sa p p ro p r ia te19 Organizational Design Remendation The initial phase of anization design focused on designing alternatives around the sales function structure for new and existing clients. The remendation for a clientcentered anization model is driven by the following consideratio