Deloitte’s 2015 global shared services survey
Expansion of shared services is on a sharp climb
Read the key findings of Deloitte's 2015 shared services survey, developed by the U.S. member firm, which had representation from more than 300 organizations around the globe and provides data for more than 1,000 shared services centers globally.
Deloitte’s 2015 Global Shared Services Survey reveals that organisations are increasingly expanding their Shared Services, demonstrating benefits to the broader enterprise and overall success. Companies are pursuing multi-function Shared Services Centres (SSCs) from the beginning of their journey, many skipping single-function centres altogether. In fact, survey respondents reported that SSCs with more than three functions have increased by more than 40 percent over the last two years, based on a total of more than 1,000 SSCs across all respondents. Additionally, 71 percent of respondents are looking to increase the number of functions within their SSCs in the future.
Other notable findings of the 2015 survey include:
- Geography: Expansion across the globe indicates that virtually every country is now a source for talent and in turn a potential SSC location. This is further made possible because organisations have addressed previous challenges—such as language barriers, time zone coverage, and regulatory requirements. The transition from developed to emerging markets is clear
- Organisation: As a result of better managing resources in SSC environments, organisations are experiencing fewer people-related challenges
- Value: Continuous improvement mindsets have been increasingly built into the culture of SSCs to help achieve productivity targets. Surveyed organisations report the average annual increase in productivity remains consistent from 2013 at around 8 percent, with an average payback period for SSCs of 2.3 years. While the top three benefits, cost reduction, process efficiency and improved internal controls, have remained consistent since 2011, many other benefits are being realised including enhanced support of growth and acquisitions, increases in data visibility, and improvement of the organisation’s effective tax rate
- Operations and governance: A myriad of successful models serve as examples—demonstrating the benefits of leveraging these consolidated labour models. The models continue to be underpinned with critical governance items including Service Level Agreements, global and regional process owners, customer councils, and a defined charge-back model.
This year’s survey includes input from 311 participants from around the globe and provides data for more than 1,000 Shared Services Centres globally. For more detail, please read the Executive Summary and download the Infographic.