1 12/11/2008 It's all about humans … Dirk J. Uittenbogaard General Manager
Cigo 2008
Jun 20, 2015
This is a presentation for CIGO students which we asked 4 questions, after introducing them to the essence of Shared Service Centers in general and the Financieel DienstenCentrum specific.
Goals is to obtain answers on how to get customers satisfied and create well-being for employees.
Our mission is to be the best Financial Service Center of all Dutch Departments.
Goals is to obtain answers on how to get customers satisfied and create well-being for employees.
Our mission is to be the best Financial Service Center of all Dutch Departments.
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1
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/11
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08
It's all about humans …
Dirk J. UittenbogaardGeneral Manager
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We support the MOD 24/7
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CDC: Facts & Figures
Employees: > 13.000“Sales”: 1,1 + Billion Euro’sFounded: 1996Structure: 8 Business Units + Internal SSC
TransportationHealth CareReal EstatePersonelCateringEducationFacilitiesInformation Technology
Inte
rna
lS
ha
red
Serv
ice
s
C-CDC
DGV DGV
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How it started … and why
1994: “Novemberletter” (€ 205 mln cut down on budget)Task Force Efficiency
1996: Founding Defense Interservice CommandGoal: Realize savings by cutting down overhead and support + enhancing operations.
2003: Strategic agreementGoals MOD: Initially: € 850 mln savings, of which € 250 mln structural in 2008,Now: € 1.230 mln / € 380 mln)New Governance model
2004: DICO “renamed” … Commando DienstenCentra (= Support Command)
2005: CDC companies in new Business Unit structure
Less money available
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55
2003: MOD “New” Governance
CDC
Customer-Supplier Relation Customer oriented&
Cost awareness
Policy
Rules
Separation of Core Business, Support and Policy
= BOOST IN BUSINESS !
= Shared Service Center concept
First, no one wanted to let go …
but when decisions were
taken by the highest
management …
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Customer - Supplier Relation
- 3 Customer - Supplier levels Strategic Tactical Operational (day to day business)
Catalogue Contract Balancing (accrual) Helpdesk- Customer satisfaction surveys
CDC
“Vertical” communication is
ESSENTIAL!
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77
CPI
Basics CDC CSF ToolsCustomer oriented
Cost awareness
CPI realisation
Customer satisfaction
Cost Control
Profit
Personel Management
Employee satisfaction
Productivity
Improvement
Procedures
Cost Accounting
Output Reporting
Balancing
Benchmarking
2004/2005 2005/2006 2006/2007
Go
ve
rnan
ce
Co
nc
ept
Customer
Employee
Financial
Operational
Contracts
Catalogue
Support Command GovernanceCDCCDC
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Cost awarenessCDC
- Cost Accounting- Production Output (registration)- Balancing- Benchmarking- Process Manual
Actually … no one really wants it, although everyone says they do !!!
- Effects of Top management decisions can be calculated- Customer finds out he wants to much- Supplier is not efficient
Transparancy
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99
Do as you promised …
Show me instead of trust me!
Nakomen afspraken i.r.t. Inzet (%)
OG (%)
Omzet (%)
Oordeel C-BG
-- - Informatievoorziening 39 Tijdigheid beslistermijn RFC’s 43 Tijdigheid afhandelen RFC’s 80 Tijdigheid afhandelen incidenten 13 Tijdigheid mijlpalen DPO 63 Projecten DPO
+ ICT 98 DTO JCG
85 100 + Catering Strategische voorraad
97 + Vastgoed 88 Nieuwbouwprojecten
95 97 131 + Transport Diepladers
112 100 -- + Gezondheidszorg Strategische voorraden
Bloed Medicijnen: Opblaascapaciteit MRC Noodhospitaal
CPI realisation
Cost Control
Productivity
Improvement
CPI’s
Customer
Financial
Operational
Customer reporting
Responsibility Accounting
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1010
Nearby future
No administrative guerilla- No invoices, no real money,
Making the customer supplier relation workThe customer has to change too
Focus on costsIntroducing the competition … benchmarkingand outsourcing
Change in cultureNever ending story
Major mistake in every SSC project!
Following procedures as an excuse for not
realizing output.
If there’s a demand, there’s a supplier.
We know for centuries how to engage enemies. We’re not
used to behave in a customer-supplier relationship.
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1111
SSC: How & Why
1. Responsible for output 2. Within the MOD3. Servicing Operational Commands - Service agreements - Accrual … cost allocation
1. Cost reduction (20% – 50%)2. Improved quality3. Transparency4. Flexibility (in- & outsourcing portfolio)
Shared Service Center
Ho
wW
hy
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Customers: Responsible but “not in charge”!No hierarchic structure anymore, but contractual dependent.
Output specification is difficultDetailed contracts, administrative procedures
Change in relationsFormer colleges are now customers or clients.
Single focus (on the supplier)Don’t forget that customer has to learn to act as customer.
Shared Service Center
SSC: Risks
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What’s changing
Self supporting Dependent
Face to face IT enabled
Process oriented Results
Supplier budget Customer budget
Attitude !!!
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How to make a Shared Service Center work …
Confidence !Contract
Ordering Delivery
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Organisation development & Change projects
How to become the best!
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The Mission
Satisfied customers, employees well-being.
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Question 1
Focus
Realising customeroriented focus – thinking and acting –without using sets of rules, “how to do this & that”, if you don’t, than …, etc.
We don’t want to put energy in checking if everyone lives by the rules.
1.Make a list of instruments/methods, with which customerfocus can be realised.2.Give the priority & sequence in which these instruments/methods should be used/implemented.
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Question 2
Attitude
To realise customerfocus and cost awareness – the 2 basic values of our company – we need to (partially) change the attitued of our employees.
In order to achieve this, we are looking for the competences needed. 1.Make a list of competences which support or might accellerate achieving the 2 basic values.2.After you prioritezed the competences, advice on how to implement the “top 5”.
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Question 3
Management
Question 1 & 2 are about what we want. This third question is about how we do this.
We want to discuss the way management need to act to achieve focus and attitude.
1.Summarize the major hard controls.2.Summarize the major soft controls.
Keep in mind that right now, our employees are in no way used to be accountable for production, goals, etc.
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Question 4
The Holy Grail
We use INK (EFQM) to manage our company and positioning FDC, related to different stages of development. And we want to be No 1. That’s what you might call the Holy Grail.
EFQM Results Areas: People, Customer, Society and Performance (operational & finance).
1.Brainstorm on which Key Permance Indicators we should use and list 5 possible indicators for each Area.2.Decide which 3 (overall) KPI’s are most important for the FDC.
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