Success of a shared-services operation depends upon more than just a good plan and solid execution and like any good relationship; it requires constant monitoring and regular maintenance. Without a serious, ongoing commitment by the CEO, CFO, CIO, and managers throughout the company, shared services will implode. The entire corporate way of thinking has to change.
This article is based on an interview Nearshore Americas conducted with ScottMadden partner Brad DeMent, who leads the firm’s financial shared services practice. This article focuses on the fundamental decisions for developing a shared services organization such as determining single or multiple functions, resistance, tiered approaches, and internal and outsourcing.
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Author: Patrick Haller, Nearshore Americas
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