Open a Shared Services Case With a Service Map

When a leader says shared services “is not working,” the phrase can cover delays, unclear approvals, duplicate requests, or tension between central and local teams. A business development director should narrow the issue before describing a transformation. Ask for one recent request that went badly, then trace its route from the requester to the team that completed it. A simple service map reveals where the conversation needs evidence.

Find out who experiences the problem and who controls the process. Finance may own a payment workflow, while regional leaders decide how staff submit requests. Service metrics can show volume and elapsed time, though they rarely explain every cause alone. The director can earn a diagnostic meeting by showing that the client’s daily examples deserve a structured review.

In a fictional meeting, chief administrative officer Priya says, “Every region complains about our purchasing help desk. We need a new operating model.” Director Carlos asks, “Could we follow one request from a regional buyer to completion? I want to see where the requester waits, where an approval changes hands, and what the service team can see.” Priya says a request for safety equipment sat for twelve days because a local code was missing. Carlos responds, “That example may point to an intake issue, an approval issue, or both. Let’s invite a regional buyer, procurement operations, and the service owner to map five recent requests.”

Practice by drawing a three column service map for request, decision, and completion. Add the person who owns each column and one fact you would need before recommending work. Rehearse an opening that asks for a recent example and ends with a focused mapping session.