A Best Practice Framework for Launching an Enterprise Shared Service (ESS): Part 4 of 4
Part 4: Deploying the New ESS & Final Thoughts
In the first part of this series, we highlighted the increasing trend in developing in-house specialized Enterprise Shared Service (ESS) departments. Subsequently, we covered the ESS development framework, and then detailed the architecting and vetting phases:
We’ll now cover the final three phases of the framework and some final thoughts.
Final approval presentation
With the architecting, vetting, and associated feedback iterations complete, you will be in great shape for the approval presentation. Remember: no executive likes to be surprised in a meeting, so a good sign of a successful ESS approval presentation is a lack of controversy and barrier identification.
Key executive presentation tips include:
Plan for only having 2/3rds of the allotted time for the presentation, and the other 1/3 for Q&A.
Assume 1-2 slides per minute of presentation time.
Assume you will be interrupted early and often. Have a strong executive summary that captures the value proposition and the ask for approval/resources. Repeat this messaging at the end.
Anticipate potential detailed questions, especially if presented during the vetting roadshow. If universal, have a clarifying slide in the main body of the presentation. If detailed, place a clarifying slide in the appendix.
The appendix typically does not have a size limit. Make full use of that section to have supporting documentation. If the size of the appendix is overwhelming for a pre-read distribution, have two versions: a compact pre-read, and a full version for the main presentation.
Plan for a pre-read being needed for distribution up to a week prior to the main presentation.
Once you have given the presentation and the new ESS has been approved: congratulations! You can now focus on key considerations for effectively rolling-out and running the program. Keep an archived version of the final presentation and use it as a framework for subsequent roll-out communications.
Deploying
Deployment does not always happen with a bang. A multi-phased roll-out approach is common when launching a new specialized ESS:
Phased approach: Start with a limited scope (Phase 1) roll-out under the supervision of the new governance committee focused on “low-hanging fruit” opportunities to highlight the value. Once enough engagements have been completed, a wider roll-out (Phase 2) with a more formal intake process should be considered. The advantage of having a governance body is that they can help with Phase 1 prioritization and providing “air cover” for the newly formed ESS.
Roll-out communication: Once the ESS is launched,a communication plan will be needed to establish expectations with a broader audience:
Describe the new shared service and the value it adds
Be explicit about how stakeholders will be impacted
Outline how best to interact with the new shared service
If the purview of the ESS is primarily with executives, consider that communication may be better delivered with in-person departmental leadership presentations than mass emails.
Management & Monitoring
Th effective use of the new governance structure and collecting/reporting on the KPIs are key aspects to management and monitoring of the new ESS. Additionally:
Always be justifying and promoting: Given that most shared services are cost centers, one is never really done justifying the new function. This is especially the case when times are lean and the leadership are looking for areas to cut during the budget cycle. Having the discipline of a justification presentation always ready is helpful. This means one will need to be prepared for the annual budget review process by documenting and sharing successes (stories & KPIs), utilizing third party testimonials, and demonstrating continual improvement and evolution.
Be ready to say no: A sign of a successful launch is overwhelming demand for the new services. Ideally, new resources can be acquired to support increased demand. However, one must be prepared for the eventuality that bandwidth will be limited, resources constrained, and that some requests will need to be prioritized lower or turned down. To reduce potential ill will, strive for a transparent prioritization mechanism that can be easily described to others.
Recap & Final thoughts
Launching a new shared service can be exciting and rewarding. Be sure not to underestimate the amount of planning, vetting, and interactions that go into a successful launch:
Begin: Get air cover, an executive sponsor, and a champion. Then form a core working team.
Architect the ESS: In this phase you’ll be planning your internal pitch, identifying your key stakeholders, and designing the new ESS. Here are the key considerations:
Define the value proposition/justify the new cost center
Identify key audience members
Map the ESS engagement lifecycle
Roadmap the deployment plan
Utilize a governance body
Mock-up expected KPI reporting and templates
Have presentation ready materials for everything
Orchestrate the vetting roadshow: The roadshow is to solicit feedback, address concerns, and gain individual buy-in prior to the final approval presentation. Feedback gained during this phase will be incorporated into the ESS design and approach.
Final approval presentation: This stage is getting formal approval from the executives responsible for resourcing and participating with the new ESS.
Deploying the ESS: Using a phased roll-out approach and making sure to effectively communicate with impacted staff regarding the new function.
Managing the ESS & Monitoring performance: One is never done selling the new ESS function. This phase is about utilizing the governance structure, KPI reporting, and other vehicles to ensure a high-performing function that continues to evolve.
The bulk of all your efforts will be in the Architect and Vetting phases, but if you have done your due diligence during these pre-launch phases you will be set up for great success. Launching a new specialized ESS while managing a day job can be overwhelming. Forum Solutions has experience partnering with executives in designing and launching new specialized ESS functions. The framework describes has been applicable for our clients regardless of industry vertical, organization size, or maturity (start-up to F500). If you are interested in management consulting support in designing and launching a new ESS, please do not hesitate to contact us at info@forumsolutionsllc.com.
Forum Solutions’ four-part series: A Best Practice Framework for Launching an Enterprise Shared Service includes:
A Best Practice Framework for Launching an ESS Part 1 of 4: Introduction
A Best Practice Framework for Launching an ESS Part 2 of 4: The Framework for Developing a New ESS
A Best Practice Framework for Launching an ESS Part 3 of 4: Architecting & Vetting the New ESS
A Best Practice Framework for Launching an ESS Part 4 of 4: Deploying the New ESS
Forum Solutions is a management consulting company dedicated to crafting and delivering transformational outcomes for our clients, our colleagues, and our community. With our help, clients become more agile, resilient, and connected, bringing great ideas to fruition with brilliant results. From start-ups to the Fortune 50, business leaders rely on Forum Solutions to help them form and realize their strategies. Our company is a certified Woman Owned Business that believes in developing and growing our colleagues, company, and region in a socially conscious way.