Challenge

As part of Leeds University's strategic decision to implement SAP S/4HANA, we were engaged via NTT Data to design the Target Operating Model (TOM) for their future shared services. The programme was in its design phase, with a key focus on transforming the Finance, HR, and Procurement functions into a streamlined, efficient shared services model.

The TOM comprised the following key elements:

• Design the future operating model for shared services across Finance, HR, and Procurement.

• Establish clear future process responsibilities and ownership within the new structure.

• Engage a wide range of stakeholders to ensure alignment and buy-in.

• Develop a best practice Service Management Framework to support ongoing performance and improvement for Shared Services delivery to the university.

Solution

We worked with key university stakeholders to design the TOM, comprising the following key elements:

• Designing the future operating model for shared services across Finance, HR, and Procurement.

• Establishing clear future process responsibilities and ownership within the new structure.

• Engaging a wide range of stakeholders to ensure alignment and buy-in.

• Developing a best practice Service Management Framework to support ongoing performance and improvement for Shared Services delivery to the university.

We recognised the importance of collaboration across departments and engaged stakeholders from Finance, HR, Procurement, and IT to ensure all perspectives were captured. Through workshops and interviews, we gathered insights on current challenges, future requirements, and desired outcomes.

Working closely with the university’s internal teams, we designed the future processes for Finance, HR, and Procurement functions, ensuring they aligned with SAP S/4HANA best practices. The processes were optimised for efficiency, accuracy, and compliance, while also being tailored to the university’s specific operational needs.

We mapped out the roles and responsibilities for future operations, ensuring clarity on ownership at each stage of the process. This clear delineation was critical for effective governance and accountability within the shared services model.

To support the new shared services structure, we developed a Service Management Framework that defined the service delivery model, performance metrics, and continuous improvement mechanisms. This framework ensured that the shared services would not only meet current needs but could evolve with the university's future demands.

Results

• Clear Operating Model: The university now has a clearly defined Target Operating Model that integrates Finance, HR, and Procurement into an efficient shared services function.

• Enhanced Collaboration: Stakeholder collaboration throughout the design phase ensured buy-in and smooth adoption of the new processes.

• Sustainable Framework: The service management framework provided a robust foundation for ongoing service delivery and continuous improvement within the shared services structure.

Our involvement in the design phase of Leeds University’s SAP S/4HANA implementation enabled the creation of a future-focused, efficient shared services model. By engaging stakeholders and designing tailored processes, we ensured the university is well-positioned to leverage its new SAP system for years to come.