How your SSC may become a true partner for the organization?
We can support you in overcoming the following obstacles on the way to success:
- SSC being considered a „back-office„ service provider, delivering transactional processes only, without any active role for driving the transformation
- Insufficient motivation or governance structure for the SSC leaders to drive significant improvements
- Lack of a structured customer satisfaction process
- Lack of a proven and tested transition methodology, including the transfer of processes and controls, unclearly defined processes and/or data cut-off points between the SSC and the retained organization
How to stay compliant?
Identified risk areas:
- Need to implement and adhere to the General Data Protection Regulation Compliance Act
- Insufficient awareness of specific risks including strategic, operational, financial, market/customer, people and organisation, technological, regulatory, tax and compliance related.
- Limited awareness of how the processes transferred to an SSC and its design influence the risks for the on-shore entities mainly in tax and regulatory reporting areas
- Changes in other parts of the organization not communicated to and reflected in the SSC process design (risk in tax and regulatory reporting areas for on-shore entities)
- Changing tax regulations influencing both the SSC and the processes transferred to the SSC
- Non-core processes transferred to the SSC or SSC tax compliance efforts (local legal/tax manager’s costs)
How to reach and maintain operational excellence?
We’ll advise you how to identify and avoid the following risks:
- Lack of standardisation between the client's processes and tools
- Little focus on performance management, lack of visibility on the capacity and right workload within the teams
- Broken inefficient processes with significant waste as well as no solid approach for Continuous Improvement
- A gap between how processes are intended to be vs. what they are in reality
- Lack of key controls in the processes resulting in the client being restricted in focussing on factors limiting the risks (tax and regulatory for on-shore entities serviced out of SSC)
- Lack or inadequate process documentation addressing attrition risk
How to attract and retain talent?
Human resources risks you’ll need to consider:
- High expectations from the current generations entering the market (salaries, benefits, work, environment)
- Difficulties in finding right candidates by recruitment
- Ineffective management of compensations and benefits
- Lack of sufficient opportunities to employees to allow them grow and participate in various initiatives
- Salary pressures from the market
- Limited time dedicated by middle-management to work on organisation and staff motivation
How to keep up with technological advancement?
Technological inadequacies that needs to be avoided:
- Multiple IT system platforms in use, causing discrepancies, extra effort such as repeat input of data and/or reconciliations
- Lack of advanced IT solutions that limit errors and ensure highest efficiency (e.g. RPA)
- Limited use of mobile solutions that allow staff to work remotely or with smartphones
- People management decision based on intuition not facts (Artificial Intelligence)
- Lack of awareness regarding available EU funds and tax incentives
- R&D activity fully financed with the company’s funds