Certus Solutions (Uk) Llp Game Change Evolution Of Shared Services Saa S Technology

Game Change – The Future is Here
Evolution of Shared Services SaaS Technology

Mark Sweeny
Chief Executive Officer

Tim Warner
Chief Operating Officer

www.certus-solutions.com

Private & Confidential 2007-2012 © Certus Solutions (UK) LLP. All Rights Reserved Version: 1.0

Introducing Certus Solutions

Who are we…
 Company founded in 2007, its origins from HM Prison Service Phoenix Shared Services
Programme 2005-2008

 Successfully delivered 7 major IT enabled Shared Services business change projects for
Ministry of Justice (MoJ) and National Offender Management Services (NOMS)

 f

 Specialist in the delivery of Enterprise Resource Planning (ERP) and Software as a
Services (SaaS) enabled business change programmes
 Shared Services - HR, Payroll, Finance and CRM specialists
 Oracle E-Business Suite and Fusion Applications

 Oracle Accredited Education Centre (OAEC)
 Preferred supplier for delivery of Oracle HCM and Payroll courses in the UK
 Only OAEC partner trained by Oracle in HCM and Payroll Fusion Applications

 Xxx Chair of UK Oracle User Group Special Interest Group for HR and Payroll



Objectives For Today…

 Provide insight into the Cloud and emerging technologies

 Expose the myths around legacy ERP systems

 Answer What does this mean for Shared Services Operations?

 Gain an understanding of what Software as a Service (SaaS) actually is

 Demonstrate example of SaaS capabilities

 Provide insight into the challenges and success factors
regarding deployment

Private & Confidential 2007-2009 © Certus Solutions Ltd. All RightsRights Reserved
2007-2012 (UK) LLP. All Reserved Version: 1.0

Shared Services Model
Creating Positive Customer Experiences

 Consistent Advice  Accuracy of data
 Repeatable Rigorous Processes  Enhanced Management Information
 Enforcement of Policy  Reduced Operational Cost

Slide Adapted : Copyright © 2012 SYS-CON Media, Inc. — All Rights Reserved.


Evolution of Applications
Disruptive Change Occurs Every 10 Years

Mainframe Client-Server Web 1.0 Web 2.0

Time Sharing On Premise On Demand

1980 1990 2000 2010

Slide: © Oracle Corporation UK Ltd 2012


Emerging Technologies
Lifecycle

The “HypeCycle!” The Internet

3 Tier Client Server Network Computers

Electronic Commerce
2 Tier Client Server
The
.Net and Java Platforms Grid
Enterprise Cloud
Computing
Resource
Visibility

Component Based Shared Services
Planning
Development
Call Centres Database Mining
Disparate Image & Workflow Internet Cafe Business Intelligence
Bespoke
Applications Virtual Reality Interactive TV Management Information

Smart Cards Enterprise Application Integration
Mainframe
Speech Recognition
Technology
Peak of
Technology Inflated Trough of Slope of Plateau of
Trigger Expectations Disillusionment Enlightenment Productivity

Time
Slide Adapted : Gartner Group


An Example of the HypeCycle
Traditional ERP Systems

The Claim The Reality
ERP system implementations are They are the most difficult and complex programmes to deliver and
straight forward programmes to deliver many fail to deliver the benefits stated and some fail to deliver at all,
this is often down to poor business change activities. ERP projects
are IT enabled business change projects, emphasis on business
change
You can implement the solution “out of Vanilla Package Implementations “do not” exist. ERP packages were
the box” always designed to be configured and extended
You can deliver Return On Investment “False prophets” – traditional ERP systems take between 9-12
within 3 months of a vanilla months to implement correctly
implementation

ERP systems contain best of breed They don’t!. “Best of Breed” like vanilla is a concept. “Best of Breed”
processes is what works for you and your organisation

We can deploy ERP systems faster You can’t the systems come with proven implementation
using Rapid Application Development methodologies that are aligned to the package that do work. They are
and Agile methodologies often based upon a waterfall approach, but do encompass the
concept of prototyping
ERP systems easily integrate into the Only in recent years have the vendors developed industry standard
wider enterprise interfaces, and integration still remains difficult and costly


Ok…the Cloud is the next big thing

So the question is…

Why is the Cloud
and “Software as a Service”
technology any better?


The New World

 Cloud computing is internet based
computing, where shared servers provide
resources and services, on-demand
 No software or hardware to install, cloud
computing solutions are acquired on an as and
when required basis
 Scalable, secure, reliable and more
affordable, cloud computing offers the
simplicity and immediacy to ever changing
business models
 Different commercial proposition based upon
a utility or pay as you use model, with low
upfront costs


The 7 Elements of
Cloud Computing Value

Elastic
Utility
Resource
Pricing Economic Elements
Capacity
Pay as you go
Pay as you grow
No CAPEX

Managed Virtualised Architectural Elements
Operations Resources Simple, Abstract
Environment

Strategic Elements
Focus on core business
3rd Party Leave operations to
Ownership Management
someone else
Automation
Self-
Service
Provision

Concept: Adapted from www.mwdadvisors.com

Key Characteristics and Themes

The Next Generation of Cloud SaaS products have…

 Role Based User-Experience
 Simpler Application Security
 Intelligent Business Processes

 Built for the mobile workforce supporting mobile devices
 Integrates social media into the workplace
 Services Orientated – Customer Driven User Experience

 100% Open Standards for Integration
 Unified, embedded real time Business Intelligence
 Exception Based Management
 Centralised Application Lifecycle Management


For Shared Services
It’s All About Service and Service Design !

The Secret to Cloud Applications is understanding…

 that you are procuring a SERVICE and not a system

 the limitations and constraints of what is being offered

 the SERVICE GAPS and finding innovative solutions for gaps in process

 accepting you cannot customise, but you adopt and adapt process

 finding ways to incorporate the technology into business processes

 that you embrace social media concepts into the design

 that you can get the customer to undertake more of the process through
self service


Shared Services - Changing the Game

 Understand the Service Offering and the
Service you are Offering

 Buy a Service; and get the supporting
system up and working asap

 Demo functionality earlier and use the
features of the system! Incorporate them
into your service offering by adopting the
system’s service and adapting your
business process

 Prototype, adopt and adapt, deploy…

 Excel, Word, Powerpoint – we don’t
customise, so why customise ERP ?

Evolution to a New Operating Model

Advantages…

 Cloud apps are modern, accessible and user friendly

 Don’t require CAPEX budget approval

 Predictable monthly costs that covers all aspects of deployment

 Greater control of everyday use

 Opportunity to re-engineer and simplify business processes

 Quicker deployment in comparison to traditional ERP systems


Challenges to Overcome
in a Shared Services Environment

Key Challenges

 Creating the business case to move to cloud technology

 Ability to adopt a service and adapt business processes accordingly

 Learn to compromise around gaps and find innovative solutions

 Data Migration where required will remain challenging

 Culture change in regard to using a standardised system

 Overcoming security concerns regarding storing data in the cloud


Critical Success Factors of Technology
enabled Shared Services Programmes

The success factors are not around the technology…
 Strong governance, ensure the customer is well represented

 Drop emotional language, use every opportunity to bring people together

 Understand the customer and the business operating environment

 End-to-end Service design is everything ! Focus on the customer

 Business Change only really works if the customer sees the benefit;
buys-in & initiates the change themselves – Communication is key

 Know your suppliers; their capabilities; limitations and desires & wants

 Stakeholder Management, never take your eye off the political arena

 Generate and control your own PR

Private & Confidential2007-2012 © Certus Solutions(UK) LLP. All Rights Reserved
2007-2012 (UK) LLP. All Reserved
Private & Confidential 2007-2009 © Certus Solutions Ltd. All RightsRights Reserved Version: 1.0


Objectives For Today…

 Expose the myths around legacy ERP systems

 Provide insight into the Cloud and emerging technologies

 Answer – What does this mean for Shared Services Operations?

 Gain understanding of what Software as a Service (SaaS) actually is

 Demonstrate example SaaS capabilities

 Provide insight into the challenges ahead regarding deployment


Contact Information

We look forward to hearing from you…

Mark Sweeny
Chief Executive Officer
mark.sweeny@certus-solutions.com

Certus Solutions Ltd
100 Pall Mall
St James
Tim Warner London
SW1Y 5NQ
Chief Operating Officer
0044 207 321 3858
Tim.warner@certus-solutions.com 0044 207 321 3880

www.certus-solutions.com


Certus Solutions (Uk) Llp Game Change Evolution Of Shared Services Saa S Technology

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Certus Solutions (Uk) Llp Game Change Evolution Of Shared Services Saa S Technology