Managing the Transformation During a Finance Shared Services Journey

Vollmer, Marcell; Rasper, Peter

doi:10.1007/978-3-658-00373-9_5

Cited by 5 publications

(2 citation statements)

References 3 publications

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“…The most typical service features organized in a shared service model are customer service, finance, accounting, human resources, IT, sales, facility management, and general administration. According to Vollmer and Rasper (2013), SSCs in the financial accounting sector are leaders with 56%, followed by IT (19%) and HR (18%). Half of the SSCs worldwide (51%) are based in Europe.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Half of the SSCs worldwide (51%) are based in Europe. (Vollmer-Rasper 2013) There are several benefits to consolidating certain enterprise areas and centralizing them into one SSC (Constantine 2018, Bergeron 2002, Röder et al 2013, Marciniak 2015): ˗ It improves process standardization and efficiency: because standard processes simplify the design and upgrade of process control environments and produce consistent input and output reports. Revisions can be simplified and the number of iterations reduced.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

See 1 more Smart Citation

Investments in an intelligent and digital future

Marciniak¹,

Móricz²,

Baksa³

2020

The Challenges of Analyzing Social and Economic Processes in the 21st Century

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Over the past few years, there has been an avalanche of new digital technologies in the business services sector, many of which proved to be disruptive. Business service centres (BSCs) even in innovative industries like information and communication technology (ICT) find it highly challenging to accommodate these changes. New technological solutions transform consumer needs, shape organizational processes, and alter the way employees cooperate in a computerized environment. These changes make it inevitable for companies to adjust their business models. In this paper, we present a case study of IT Services Hungary Ltd., a Hungarian based BSC in the ICT industry. We carried out semi-structured interviews with the CEO and four senior technology experts of the company to analyse digital transformation plans they initiated. We investigated and now reveal three projects through which they implemented cognitive automation, cloud computing, and advanced cybersecurity technologies. We also describe the general organizational, financial, employment, and motivational background of these projects at IT Services Hungary Ltd. With this paper, we aim to present transferable best practices and appealing management efforts to invest in an intelligent and digital future.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%