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Accenture Intelligent Enterprise Services Survey

The need for shared services is leading to rise of rise of Intelligent Enterprise Services.

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Accenture Intelligent Enterprise Services Survey

  1. 1. Key Findings: Accenture's Intelligent Enterprise Services Survey HERE TO STAY Oil and Gas Perspective
  2. 2. Contents Energy Industry Context 8 Summary of Key Findings 11 Finding 2: Value 15 Finding 3: Digital Catalyst 18 Finding 4: New Practitioners 23 Finding 5: Ways of Working 26 Conclusion 31 Introduction 3 Intelligent Enterprise Services Defined 9 About the Survey 6 Contacts 33 4 Executive Summary Finding 1: Scope 10 Copyright © 2020 Accenture. All rights reserved. 2
  3. 3. Introduction • There continues to be a dramatic shift in shared services models • The rumor that shared services is dying because of robotic process automation (RPA) and artificial intelligence (AI) is unfounded • New technologies eliminate transactional work. However, the need for people who can manage complexity, implement standardization, employ new technologies and find new ways to generate benefits is increasing • Many companies in the oil and gas, chemical, mining and metals, forest products and utilities industries are scaling or plan to scale shared services The result is the rise of Intelligent Enterprise Services (IES), the next generation shared services operating model 3Copyright © 2020 Accenture. All rights reserved.
  4. 4. Accenture, in collaboration with a third-party research agency, McGuire Research Services Inc., conducted a global study with 120 shared services senior executives in the oil and gas, utilities, chemicals, mining and metals, and forest products industries. 4Copyright © 2020 Accenture. All rights reserved. In scope: • Companies with single or multi-functional shared services organizations, captive and/or outsourced • Results of direct respondents’ follow-up discussions with Accenture, where respondents discussed their individual results in comparison to the baseline • Respondents’ companies are headquartered in 27 countries • Revenue ranges from approximately $2 billion to $50 billion About the survey
  5. 5. About the survey 37% 5Copyright © 2020 Accenture. All rights reserved. Respondents companysize in revenue 28% 26% 18% 17% 12% Our analysis of the total sample data shows that the overall findings are very much in line with our experience working with oil and gas companies around the world. What follows is a presentation of the overall findings with insights for the oil and gas industry. Sample composition: Respondents company headquartered in 27 countries across 5 regions 37% 27% 26% 6% 4% Europe Asia Pacific North America Middle East & Africa Latin America More than $20B $10.1-$20B $5.1-$10B $3.1-$5B $3B or less Oil and gas n=30 Mining and metals, forest products n=30 Utilities n=30 Chemicals n=30
  6. 6. EXECUTIVE SUMMARY Copyright © 2020 Accenture. All rights reserved. 6
  7. 7. Shared services organizations are in a unique position to transform cost structure and how services are delivered across the enterprise. The organization is reinventing itself and leaping into a new era enabled by IES. The expansion and growth of traditional “back office” processes into shared services has accelerated companies’ digital and innovation agendas. With this continued momentum of improving and automating performance, IES leaders are also being asked to scale to enable enterprise-wide change beyond cost reduction. Digital transformation is quickly becoming a pivotal part of IES organizations, whose talent needs are rapidly evolving and forcing other similar organizations to redefine skill profiles required for success. Traditional end-to-end operating model process orientations, ways of working, governance and third-party partnerships are being challenged to pivot to become business and outcome orientations. Accenture’s research examines the emergence of Intelligent Enterprise Services (IES) and the transformational role it plays in enabling enterprise-wide change. Executive summary 7Copyright © 2020 Accenture. All rights reserved.
  8. 8. MATURITY Intelligent Enterprise Services defined EXECUTIVE SUMMARY Shared services is evolving to drive greater enterprise outcomes through technology, innovation and insights 8Copyright © 2020 Accenture. All rights reserved. Maturing Models Emerging ModelsENTERPRISE VALUE Intelligent Enterprise Services 1 2 3 4 Functional Multi-functional End-to-end process Experience-based offerings Global Business Services Multi-functional Discrete
  9. 9. Survey findings indicate that oil and gas companies are using shared services to: • Continue to reduce costs • Accelerate the digital transformation of processes • Centralize and utilize data and analytics • Improve quality and control • Enable growth, especially through M&A but also divestitures • Engage third parties to support strategic initiatives The majority are transforming their traditional shared services models in some aspects to help them better navigate the consistent volatility and demands of their markets. WITHIN THE FULL SAMPLE OF 120 RESPONDENTS: Energy industry context 62% said they are exploring greater use of AI 37% said automation of complex activities will be the top application of AI in the next three years 49% said they were already offering analytics as a service 38% said they would be offering analytics as a service within the next year 44% said they will move post-merger integration planning and management activities to shared services or outsourcing Copyright © 2020 Accenture. All rights reserved. 9 EXECUTIVE SUMMARY
  10. 10. Summary of key findings: Intelligent Enterprise Services survey KEY FINDINGS 01 IES is being asked to integrate more breadth and depth into new scope—92 percent of respondents overall have plans to add scope 02 Cost reduction is no longer the number one expected benefit of leveraging this model; 37 percent considered quality and accuracy as the highest value drivers 03 The IES model is a catalyst for digital transformation—97 percent cite it as the best place to drive digitalization after centralization and standardization 04 A new breed of shared services practitioner is emerging—one with functional, industry and technical expertise, with more than 60 percent listing technology as a required new skill 05 Business leaders are rethinking how to use this model more strategically to maximize value for the enterprise—75 percent use a partner through outsourcing or blended hybrid in their delivery models IES is becoming the catalyst for driving enterprise-wide transformation through technology, innovation and insights. Analysis of the 120 responses reveal: 10Copyright © 2020 Accenture. All rights reserved.
  11. 11. 01IES is being asked to integrate more breadth and depth—among all respondents, 92 percent have plans to move scope into shared services centers 11Copyright © 2020 Accenture. All rights reserved.
  12. 12. IES urged to integrate more breadth and depth into new scope FINDING 1: Companies are expanding their use of shared services in terms of depth (by pushing deeper into existing functions such as financial analytics and forecasting), breadth (through new functions including R&D, engineering, quality and reliability, customer service and real estate) and functioning ‘as a service’ (such as in change management, communications and program and project management). Respondents said that they are delivering end-to-end processes (i.e. source-to-pay) and looking to increase focus on end-to-end services. Expansion of scope is pushing shared services into innovative digital areas including RPA/automation, analytics, machine learning and AI. Analytics has become one of the fastest growing new offerings and companies consider this a requirement to drive greater enterprise value. plan to add more scope to their organizations reported that their organizations are delivering end-to-end processes noted their organization is currently offering analytics-as-a-service is the additional growth expected for analytics within the next 12 months 92% 87% 50% 38% almost 12Copyright © 2020 Accenture. All rights reserved. Global (N=120).
  13. 13. Number of companies that plan to move, automate, and/or outsource in the next three years FINDING 1: What business processes is your organization planning to move to shared services center, outsource, move back to business or automate in the near future (1-3 years)? Business processes Companies Information Technology 42 Supply Chain/Manufacturing 32 Research & Development 24 Sales and Marketing 24 Quality Assurance 23 Program and Project Management 23 Customer Service 22 Human Resources 22 Procurement 21 Finance 19 Health, Safety & Environment 15 Change Management & Communication 14 Engineering 9 Real Estate and Facilities 9 Mergers & Acquisitions 9 Energy companies are looking to move more functional scope into their shared services companies as a way to better manage costs across the enterprise. Global (N=120). Responses over 100 percent due to multiple choices. 13Copyright © 2020 Accenture. All rights reserved.
  14. 14. Almost half of respondent's report that their organizations are currently offering analytics as a service FINDING 1: Many energy companies see the benefit in having analytics in their shared services organizations. As more workflows into the model, shared services has greater access to data from end-to-end processes. This helps with better cost control and management of capital. Does your shared services center’s digital roadmap include analytics as a service (AaaS)? Global (N=120). Responses slightly over 100% due to rounding. All responses shown. 1%5% 8% 38% 49% 54321 1 Yes, shared services center is currently offering analytics as a service to the Organization Yes, we are expecting to offer AaaS within the next year Yes, we are expecting to offer AaaS within the next 5 years No, we aren’t expecting to offer AaaS Don’t know 2 3 4 5 14Copyright © 2020 Accenture. All rights reserved.
  15. 15. 02Cost reduction is no longer the number one expected benefit of leveraging this model; 37 percent considered quality and accuracy as the highest value drivers 15Copyright © 2020 Accenture. All rights reserved.
  16. 16. IES is becoming the catalyst for driving enterprise-wide transformation through technology, innovation and insights As scope continues to increase, companies expect these three top value drivers from shared services: FINDING 2 16Copyright © 2020 Accenture. All rights reserved. 37%Quality and Accuracy 33%Accelerated Automation/Digital Transformation and Technology 31%Cost Reduction Global (N=120). Responses over 100% due to multiple choices.
  17. 17. Expectations on shared services are expanding beyond traditional value drivers FINDING 2 Global (N=120). Responses over 100% due to multiple choices. 37% 33% 31% 29% 28% 28% 28% Quality and accuracy Accelerated automation/digital transformation and technology innovation Cost reduction Process optimization and standardization Flexibility Enable growth Continuous improvement BENEFIT 1 • Shared services’ ability to drive standardization enables accurate information and data-driven insights to improve business decisions and subsequent outcomes • Shared services reduces audit cost and effort BENEFIT 2 • Shared services model accelerates enterprise-wide digital agendas • Greater receptiveness to adopt new technologies • Greater willingness to use third-party partners to help deliver digital programs • Frees up capacity for new and differentiated services BENEFIT 3 • Service management increases the transparency of the cost to serve • Baselines cost and performance to drive continuous improvement • Measures improvement and incentivizes the right behavior • Automates where possible and reinvests in innovation 17Copyright © 2020 Accenture. All rights reserved. Energycompaniestend tostillseethismodelasa waytodecreaseoverall enterprisecosts. However,manyreport thatbystandardizing processesinthemodel thattheycanbetter automatethose processeswhichalso improvesqualityand control. What are the greatest benefits your organization expected from shared services when you started your shared services center journey?
  18. 18. 03The model is a catalyst for digital transformation— 97 percent of the 120 respondents believe it is the best place to drive digitalization after centralization and standardization 18Copyright © 2020 Accenture. All rights reserved.
  19. 19. The IES model is a catalyst for digital transformation Organizations are using IES to accelerate the use of digital technologies FINDING 3 Organizations believe they have more capacity to deliver a successful automation program. This availability of capacity is supported through the use of partnerships within the ecosystem and the cultivation of digital skills. >77% report that there is a medium to high level of maturity within their shared services organization across all digital technologies surveyed 80% think shared services has the necessary capabilities to develop the digital strategy and create the innovation roadmap 91% embed an automation Center of Excellence within the shared services 19Copyright © 2020 Accenture. All rights reserved.
  20. 20. 82% of respondents standardized and/ or centralized processes before automating. This practice is reported across all business functions. These are automated using a range of technologies including RPA, AI, analytics, blockchain and cloud- based platforms. 37% of respondents estimate that digital technologies account for 25-49% of the total shared services budget. The high level of funding the shared services organization is receiving for digital technologies supports its expected role in driving automation. 42% of IES organizations report to the CIO, who is also reported to be the driver of enterprise-wide digital decisions. IES organizations will need to continuously evolve governance to support automation programs and achieve expected business outcomes.82% of respondents centralize and standardize processes before automating Global (N=120). 20Copyright © 2020 Accenture. All rights reserved.
  21. 21. FINDING 3 50 percent standardize and 32 percent centralize first when implementing their shared services center model For your organization, what did you focus on first when implementing your shared services center model? 0% 50% 32% 16% 3% Automating processes instead of centralizing them (i.e., automate and shift) Centralizing processes before automating them (i.e., automate and shift) Standardizing processes, before centralizing and automating them (i.e., lift, shift and automate Don’t know Automating processes instead of centralizing them 21Copyright © 2020 Accenture. All rights reserved. Global (N=120).
  22. 22. IES organizations believe they have a high to medium level of maturity in the following technologies: FINDING 3 93% Analytics Empowers the use of data to make more informed business decisions and generate actionable insights 90% Cloud-based Platforms Enables the ability to freely access and use applications on demand via the internet 89% Reporting VisualizationTools Transforms data into visual reports that are easily digestible for anyone 80% AI/Machine Learning Provides systems the ability to automatically learn and improve from experience without being explicitly programmed 80% Blockchain Allows digital information to be distributed, but not copied, while enabling the transparency, security and accessibility of the data 77% RPA Allows the configuration of computer software to emulate the actions of a human to handle high-volume, repeatable tasks What is the level of automation maturity within your shared services center in your organization? Within the shared services center? Global (N=120). 22Copyright © 2020 Accenture. All rights reserved.
  23. 23. 04A new breed of practitioner is emerging—one with functional, industry and technical expertise—more than 60 percent list technology as a required new skill 23Copyright © 2020 Accenture. All rights reserved.
  24. 24. Practitioners with functional, industry and technical expertise are emerging FINDING 4 55%said that talent quality is the top priority for their IES organizations A new scope and digital transformation drive the need for a new skill set 65%see an increased need to build up skills for digital (RPA and AI) >40%see an increased need to build up functional and industry skills, like agility and decision making, change management and communication, and commercial acumen and partnering 24Copyright © 2020 Accenture. All rights reserved. Global (N=120).
  25. 25. IES Top Talent Priorities 60% of top priorities are digital skills FINDING 4 • Emerging technologies like RPA, AI and cloud computing require IES organizations to refocus their skills priorities • Talent is being replaced with functional and technical acumen along with curiosity, agility and self-learning • The workforce of the future will require an updated approach to acquire, develop and retain talent • Companies need a strong focus on using technologies that can be directly tied to achieve business outcomes, promote new career paths and change the way employees are measured and rewarded What shared services center roles are currently your Organization’s highest priority? 13% Machine Learning/ AI Expert 17%Cloud Expert 11%RPA Expert 12% Predictive Analytics & Data Scientist 7% Collaboration Tool Expert 3%Controls Expert 8% Change Manager 8% Service and Improvement Manager 14%Project Manager 7%Process Expert Digital Non-digital Shared services is driving the digital transformation for the whole company― and that requires the right skills Copyright © 2020 Accenture. All rights reserved. 25 Global (N=120).
  26. 26. 05 26Copyright © 2020 Accenture. All rights reserved. 2626 Business leaders are rethinking how to use this model more strategically to maximize value for the enterprise—75 percent use a partner through outsourcing or blended hybrid in their delivery models
  27. 27. Global Delivery Model Organizational Structure Governance Ecosystem Partners Business leaders aim to use this model more strategically for maximum value FINDING 5 Business leaders are faced with increasing shareholder demands at a time of industry volatility and market pricing pressures. IES is a proven model that can help reduce costs to service, standardize processes for more consistent business outcomes and enable agility. Currently, business leaders have more choice on how to manage and utilize IES, including on scope, location, talent, the service provider and application ecosystem and how to drive enterprise-wide transformation. They are making strategic IES decisions across the following dimensions to maximize enterprise value: 27Copyright © 2020 Accenture. All rights reserved. Global (N=120).
  28. 28. FINDING 5 Global Delivery Model findings More work is being centralized into global hubs than in regional models Which of the below is your organization’s primary Shared Services delivery model? 0% 57% 23% 20% Co-located functions on a local/country basis Other Global Hub and Spoke Regional 28Copyright © 2020 Accenture. All rights reserved. Global (N=120).
  29. 29. Organizational Structure findings FINDING 5 55% indicate that the CFO is involved in investment and budget decisions related to digital technologies 63% report to the CFO (41 percent) or CIO (22 percent) 78% have shared services reporting to a C-suite leader The role of the CFOs in shared services organizations is key to reporting structures, digital investments and automation decisions along with the CIO Governance findings FINDING 5 About 99 percent of respondents have Global Process Owners (GPOs) in place. Monitoring performance, reviewing Service Level Agreements (SLAs) and tracking benefits realization of the end to end processes play a main role in their organization. The voice of the customer is also becoming increasingly important and SLAs are beginning to focus on outcomes 40% said SLAs are measuring shared services outcomes and/or impacts (such as working capital, DPO, DSO, customer satisfaction) 53% reported having recurring governance structures that leverage customer participation 29Copyright © 2020 Accenture. All rights reserved.
  30. 30. FINDING 5 Global (N=120). Responses over 100 percent due to multiple choices. Ecosystem Partners findings The majority of companies are finding value in hybrid, co-sourced delivery models. More than 70 percent of companies surveyed are adopting outsourcing not only to deliver services but also to scale faster and have better access to talent at a competitive cost For your Organization, what are the main drivers to outsourcing business activities rather than keeping them in house? 32% Labor quality 31% Labor cost 44% Flexibility and scalability 35% Ability to automate processes 28% Third party expertise 26% Need to delegate transactional/ low value add activities 25% Proximity to business 30Copyright © 2020 Accenture. All rights reserved.
  31. 31. Conclusion IES is an emerging model being used to drive more value across the enterprise through technology, innovation and analytics. The opportunities to drive these tangible business and enterprise outcomes are limited only by enterprises’ willingness to seize on the opportunities. Company opportunities • Accelerating digitalization can free up capacity to support additional scope and new services; this will also create the need for new skills and expand career path opportunities for the workforce • The business will look to IES for advisory support and innovation, automation and analytics • As the role of the IES organization expands, changes in the operating model are needed in order to maximize value for the enterprise • Global process owners’ decision rights will increase and focus more on achieving business outcomes and partnerships with third parties. These will continue to expand to accelerate the pace of transformation and cultivate new capabilities in providing improvements in data, insights and business performance 31Copyright © 2020 Accenture. All rights reserved.
  32. 32. Peggy Krendl Managing Director margaret.e.krendl@accenture.com “The next generation shared services model is rapidly evolving—it is customer centric, digital, agile and outcome obsessed.” Contacts Geoff Schuman Managing Director geoffrey.s.schuman@accenture.com “The ability for Intelligent Enterprise Services to unlock enterprise-wide business outcomes through technology, innovation, partnership, and talent development is impressive!” 32Copyright © 2020 Accenture. All rights reserved.
  33. 33. This document is produced by consultants at Accenture as general guidance. It is not intended to provide specific advice on your circumstances. If you require advice or further details on any matters referred to, please contact your Accenture representative. This document makes reference to marks owned by third parties. All such third-party marks are the property of their respective owners. No sponsorship, endorsement or approval of this content by the owners of such marks is intended, expressed or implied. Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions— underpinned by the world’s largest delivery network— Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With 505,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com. Copyright © 2020 Accenture. All rights reserved. Accenture and its logo are registered trademarks of Accenture. Follow us About Accenture Explore our Energy Blog Follow us on LinkedIn @AccentureEnergy #digitalenergy

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