At ATG Consulting, we excel in transforming financial operations to enhance efficiency and foster growth. This showcase highlights our successful project with a leading media group, where we led the creation and optimization of a Shared Services Centre (SSC) to streamline operations and improve performance across multiple business units.

The Challenge

Our client, a prominent media group generating $1.5 billion in revenue across six legal entities in Russia, sought to optimize their SSC, which previously functioned with staff dedicated to individual clients. The SSC managed operations for a diverse range of businesses, from selling media space to producing publicity videos and press content. The main challenge was to restructure the SSC into a more efficient entity while overcoming change management hurdles both within the SSC and with client teams.

Approach and Overcoming Challenges

1. Creation of Competency Centres:
   • Approach: Developed specialized competency poles such as Accounts Receivable (AR), Accounts Payable (AP), Banking, General Accounting, Reporting, HR, IT, and Legal. Each pole was responsible for all clients’ needs within its domain.
   • Usual Issues: Centralizing services can lead to initial confusion and pushback due to role changes and new workflows.
   • Overcoming Challenges: Through extensive training and clear communication, we ensured staff understood their new roles and equipped them with the tools to manage multi-client operations efficiently. Regular feedback sessions helped address issues promptly.
2. Staff Motivation and Retention Through Role Rotation:
   • Approach: Introduced a role rotation system where staff would change roles every 2-3 years, allowing them to gain experience across all departments of the SSC.
   • Usual Issues: Change can lead to uncertainty and decreased motivation among employees.
   • Overcoming Challenges: This innovative rotation system not only increased staff motivation and retention by providing career development opportunities but also built a versatile skill set within the workforce, fostering a collaborative and adaptable team environment.
3. Client Resistance and SLA Development:
   • Approach: Established a comprehensive Service Level Agreement (SLA) detailing process responsibilities, deadlines, and SSC commitments to mitigate resistance from client finance teams and address redundancy concerns.
   • Usual Issues: Clients often exhibit resistance due to fears of job redundancies and loss of control over processes.
   • Overcoming Challenges: By involving clients in the SLA development and ensuring transparency in service commitments, we reduced tension and fostered cooperation. The SLA became instrumental in clarifying expectations and fostering trust.

Results

Within ten months, the SSC became fully operational, with the SLA signed off by all parties. The team functioned seamlessly, and the media group gained improved visibility and control over its operations. By restructuring the SSC, we enabled the client to achieve greater efficiency and coherence across their diverse business activities.

Conclusion

This project demonstrates ATG Consulting’s expertise in creating efficient and collaborative Shared Services Centres, effectively managing change, and enhancing client relations through strategic planning and communication. Our ability to align diverse operational needs into a cohesive framework underscores our commitment to delivering transformative business solutions that drive success.