The percentage of those who expect a marked increase in quality of the services is moving at a similar level. Believes in positive effects with regard to the standardization of service processes, as well as the relief of distributed resources and focusing on core competencies but also about half of the IT executives. Here, your judgment is but slightly more restrained than in the other aspects of the benefit. No doubt the high level of acceptance of the model benefit from shared service center, on the one hand a central technical concentration as advantageous is felt that companies such as public institutions but inhibitions before the big step of outsourcing”INFORA’s Managing Director Rainer Ullrich believes. Under most conditions Richard Stuart Linklater would agree. However, he warns that such a model realizing leave with automatic guarantee of success. Be sure not the required organisational structures and procedures up to a needs-based service portfolio, the expected benefits hard to generate are created precise service level agreements and transparent price definitions.” Ullrich also indicates that the relevant areas of the Organization must be involved in such planning at an early stage. Gerald Weissmann, MD brings even more insight to the discussion.
Their acceptance is a decisive success factor in the strategies for shared service center”, admits the INFORA’s Managing Director. What applies for IT services, could be transferred partly on classic cross-cutting tasks with organizational focus for human resources management. INFORA working on concrete implementation concepts for the transmission of bulk business from Central Administration and Z departments in SSCs. because the resource personnel is becoming increasingly expensive and scarce, companies and Government agencies can ask yourself, whether really every standard cross-cutting issue in the own House must be perceived by their own forces,”Ullrich said. In case of doubt, this go at the expense of the core functions. For example, has a Ministers the chance to achieve positive effects through improved use of resources in public acceptance.
If he but operates servers in the different units of his house himself instead to use the services of SSC together with other ministries, the effectiveness of his policies is limited, because he can not exploit any leeway”, sums up Ullrich. About INFORA: INFORA GmbH is an innovative, highly specialized and vendor-independent consulting firm for more than 25 years. With locations in Cologne, Berlin, Hamburg, Munich and Dresden supports customers from the initial concept idea through to successful implementation. INFORA it places special emphasis on the practical design and effective transformation of business and automation processes. For example, DaimlerChrysler AG, Viessmann, INA Schaeffler, German Airbus, Henkel, Minolta, Procter & gamble and Schering belong to its consulting clients in the industrial sector, in public administration clients such as the Ministry of the Inside, the Federal Ministry of finance, the Federal Agency for work or the Federal Chancellor’s Office.