Perspectives

The pathway to success for global process owners

Five strategies to unlock positive business outcomes

From aligning strategic business outcomes to leadership mandates, discover five areas that can help organizations harness the full potential of global process owners.

A call for global process owners

Around the world, shared services centers are constantly seeking to optimize performance and reduce costs across large-scale value streams (for example, procure to pay, quote to collect, etc.). In today’s dynamic environment, setting up a singular role responsible to advise the outcomes of core shared services processes is more important than ever to empower global process owners.

While “global process owner” isn’t a new term for many firms, successfully implementing the role can be challenging. A successful global process owner must be able to balance subject matter expertise and a change mindset—while also being entrusted by the organization to enact and oversee meaningful process transformation.

Discover the five key elements that can help drive global process owner success.

What needs to be true for a successful global process owner

Five success criteria for the next generation of global process owners

Three primary enterprise service delivery goals

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Global medical device organization

At a global medical device organization, a singular global process owner oversaw each of the firm’s global shared services center locations. In turn, each location delivered an end-to-end process. This multi-regional approach allowed the firm to leverage region-specific expertise to drive change but created long-term service delivery cost considerations.

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Financial services firm

At a financial services firm, global process owners reported to an end-to-end process design and improvement group. This created opportunities to leverage economies of scale across global transformation initiatives but required a high degree of continuous coordination across multiple process improvement workstreams.

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Multiple organizations

Multiple organizations are increasingly exploring a structure that sees global process owners sit outside of the shared services organization entirely, reporting to a senior leader, such as the CFO, directly. This model elevates the role to create lasting organizational impact given the appropriate executive mandate is in place.

Download the report

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Ready to unlock the full potential of your global process owners? Find more insights in our full report.

Get in touch

Jessi Singer Cleary

Principal

Finance & Performance

Deloitte Consulting LLP

jsinger@deloitte.com

+1 312 810 8706

Kort Syverson

Principal

Enterprise Services &

Location Strategy (ESLS)

Deloitte Consulting LLP

ksyverson@deloitte.com

+1 619 237 6590

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