The Hackett Group's SDM framework is designed to help companies create an architecture and supporting design model for business services that is scalable and also flexible enough to support both operational agility and excellence. The SDM defines the who, where, what, why and how for the execution of all business function processes in support of the enterprise’s goals and objectives. It includes the strategies, models and defined business benefits for information, along with: service placement; process sourcing; process design; enabling technology; skills and talent; and the governance and organization of the business function. An optimized SDM can help drive desired enterprise performance outcomes in terms of increased growth and agility, plus decreased risk and cost.The six imperatives outlined in The Hackett Group's new research are as follows: Imperative #1 - Pursue World-Class Cost Levels Continuing uncertainty about business conditions ensures that business services organizations will continue to be pressured to take out cost. The Hackett Group recommends that business services benchmark their current costs, identify the gaps to world-class levels, and put in place transformation initiatives to close the gaps. The Hackett Group's research quantifies the significant cost reduction opportunities available here. Typical companies can realize average savings of 27% on the delivery of their main business services functions by achieving world-class performance levels. This translates into $302 million/year in savings for a typical company with $33.4 billion in revenue. The savings include $162 million/year from finance (47 percent cost reduction), $70 million from IT (13 percent cost reduction), $48 million from human resources (32 percent cost reduction) and $22 million from procurement (25 percent cost reduction). In total, these savings amount to nearly one percent of revenue. Imperative #2 - Reduce Complexity Non-value-added complexity is one of the biggest impediments to performance improvement. In finance, for example, reducing application architecture and data complexity can enable process cost reductions of nearly 50 percent. Application architecture complexity also erodes the quality of information, decision-making processes and operational agility.
Any SDM transformation initiative should consider the amount of deviation from standard systems and processes – and how much organization complexity – that is truly needed to support the business. The Hackett Group's research indicates that companies are very aggressively pursuing global standards across their SDM.Imperative #3: Redesign Process, Governance and Organization Models The Hackett Group's research finds that two principal factors correlate with significant differences between companies in terms of service delivery performance: first, the level of end-to-end process orientation, and second, the presence of systems, governance, skills and organization models needed to effectively implement it. The research shows strong growth in the adoption of business process reengineering focused on an end-to-end approach for both transactional and knowledge-centric process. Imperative #4: Move from Functional Centralization to Global Business Services Global Business Services (GBS) represents the evolution of shared services organizations into global, multi-function and multi-process business services organizations. Over the last few years, adoption of GBS has become a defining trend in the delivery of business services. The Hackett Group's research indicates that companies are aggressively moving resources who are involved in delivering business services into GBS organizations. These organizations go through three progressive stages of delivery of business value, beginning with basic complexity reduction and culminating in strategic business enablement. Today, most companies are looking to migrate their GBS centers from Stage 1 to Stage 2 with the goal of significantly enhancing their value to the enterprise. Imperative #5: Build a Common Integrated Technology and Information Architecture Consolidation of the technology, information and application architecture should be an objective of business services delivery organizations. Architecture complexity drives higher costs by requiring more IT resources to support it. Plus, it increases the cost of business processes supported by the architecture. Furthermore, process standardization and end-to-end processes are much harder to implement on fragmented technology platforms. The linkage with quality and timeliness of information, as well as improved decision-making, is even more visible.
The Hackett Group's research confirms that the IT strategy of technology architecture rationalization is a top priority. Companies are planning to significantly reduce both application platforms and instances over the next two to three years.Imperative #6: Upgrade Talent to Support Today’s New Realities Talent is the most critical competitive differentiator today. The common theme of the most successful business leaders of the past few decades has been their ability to surround themselves with top talent and create a culture of performance excellence. While business services organizations cannot directly control all aspects of talent management, they do have an important role to play in creating a culture that fosters talent and excellence. First, however, they need to upgrade their own talent. The Hackett Group's global 2012 study of talent management reveals a large shift in the kind of talent that business services organizations need. Today’s sustained difficult environment makes attracting and retaining these skills extremely challenging. In addition, HR organizations must establish mature strategic workforce planning, recruiting and performance review processes. Compensation and benefits plans must be competitive as well. HR must up its game and differentiate itself in the way it represents the company if it wishes to attract scarce talent in a competitive marketplace. "Today more than ever, it's true that 'the only constant is change,'" said The Hackett Group Chief Research Officer Michel Janssen. "Having survived the recession, companies are now being challenged to define and implement business strategies based on assumptions of what the business climate beyond 'the new normal' will look like. "What is certain is that the world will look distinctly different five years from now," said Mr. Janssen. "In response, companies need to improve the quality and timeliness of business information, their decision-making processes and operational agility. This in turn has far-reaching implications for business services delivery organizations. Every executive aspiring to enable the business strategy must carefully assess these strategic imperatives."
A complimentary version of this Research Insight is available, following registration, at the following http://www.thehackettgroup.com/research/2012/six-imperatives/.About The Hackett Group The Hackett Group (NASDAQ: HCKT), a global strategic business advisory and operations improvement consulting firm, is a leader in best practice advisory, business benchmarking, and transformation consulting services including strategy and operations, working capital management, and globalization advice. Utilizing best practices and implementation insights from more than 7,500 benchmarking studies, executives use The Hackett Group's empirically-based approach to quickly define and implement initiatives that enable world-class performance. Through its REL group, The Hackett Group offers working capital solutions focused on delivering significant cash flow improvements. Through its Archstone Consulting group, The Hackett Group offers Strategy & Operations consulting services in the Consumer and Industrial Products, Pharmaceutical, Manufacturing, and Financial Services industry sectors. Through its Hackett Technology Solutions group, The Hackett Group offers business application consulting services that help maximize returns on IT investments. The Hackett Group has completed benchmark studies with over 2,800 major corporations and government agencies, including 97% of the Dow Jones Industrials, 86% of the Fortune 100, 90% of the DAX 30 and 48% of the FTSE 100. More information on The Hackett Group is available: by phone at (770) 225-7300; by e-mail at email@example.com.