Abstract
M.Comm.
Moving from a traditional organisation to a shared services business unit through the
shared services evolutionary continuum, and eventually to an independent business
model requires a significant investment in technology, infrastructure, planning and
time. Once committed, the process is as rigorous as planning and implementing a new business venture (Van Denburgh & Cagna, 2000). From the basic shared
services model through to the independent business model, and during each other
phase, the shared services business unit needs to be managed. The shared services business unit executive finds himself in the position of managing
a business unit that:
Is service orientated.
Operates in an evolutionary process.
Operates in a changing environment.
Runs on business principles.
Is an income generating business unit in its own right.
Crosses national and international borders.
Considers communication between business units as an ongoing process.
Is customer and process-focused.
Continuously improves and benchmarks business processes against the best. The leadership challenge is now to practise these business processes in a shared
services environment, to make them successful and efficient and to add value to the
organisation (Gunn, Carberry, Frigo & Behrens, 1993).