Case Study
Global Exploration & Petroleum Company
Services Transformation and Service Assessment/Redesign
Challenges Faced
$39bn Global E&P Company. Client wanted to design a new Shared Services Operating Model based on the combination of two companies of which both had their own respective version of Shared Services. Objective was to simplify, rationalize and optimize all global back office shared services including IT, HR, Aviation, Travel, and other shared services. Client wanted a global service benchmarking assessment with recommendations to improve service efficiency and effectiveness metrics.
Engagement Approach
Our approach was a 90-Day cross functional scope, multi-level assessment on behalf of our client including Supply Chain, Marketing, Manufacturing, IT, HR, Distribution/Transportation, Analytics, and Consumer Experience. In addition, we assessed major Business Units, and Executive Leadership capabilities and demand for analytics. Our assessment detailed the Company’s capability from a people/talent, process, technology platform, and structure point of view.
Results
Achieved the following impact on behalf of the Shared Services organization:
• Redesigned the Global Shared Services Operating Model based on Core Processes and corresponding services
• Reduced Enterprise G&A by 15-20% across all Shared Services Core Processes over 6-9 months
• Redesigned organizational structure for Shared Services for role clarity by major roles including (functional-vertical, process-horizontal and service roles (ownership and accountabilities)
• Established new Service and Pricing Model for multi-tiered service categories for basic, extended and expanded service levels / agreements
• Reduced service response cycle times and resource requirements resulting in a 10-15% which directly resulted in increased operating margin