Connecting shared services across a diversified group.

The challenge

Chambroad group’s shared services work crossed organizational boundaries and enterprise systems. Employees needed a practical way to initiate services and find their pending work, while the group needed consistency in service management. Different business units also required their own scope of access and operating responsibility.

A central portal alone would not resolve those relationships. Requests still had to move between service teams and applications, and the organization needed to understand whether work was progressing. Complex SAP-related processes added another layer: changes to business workflows could require coordination across application logic, approvals and service ownership.

The approach

The implementation combined EBPA process architecture, BPA workflow automation and BPI process intelligence. The programme connected a unified service experience with a tiered operating model, integration work and analysis of actual service delivery.

The group and its business units were treated as related levels of the service model. Group-level consistency could coexist with business-unit portals, separated access and assigned responsibilities. This approach linked the user experience to the operating structure instead of assuming that every request belonged to the same team.

Coordinating service delivery

A unified entry point and single sign-on gave employees a common route into shared services. Consolidated tasks helped bring pending work together. Group and business-unit portals supported different scopes of service, with tiered permissions and task distribution.

Integration capabilities connected workflow initiation, data handoffs and result write-back across systems. iPaaS and process robots supported these defined interactions.

For complex SAP-related work, low-code workflow capabilities provided a place to organize process logic and approvals, connecting business work with the underlying applications.

Using operational evidence

BPI supported review of service completion, timing and collaboration across organizational boundaries. This connected the service model to evidence from operational execution, giving owners a way to examine how their services were running.

Teams could relate operational data to specific services, responsibilities and process decisions, supporting ongoing review and improvement.

What was delivered

The implementation brought together a shared service entry point, tiered access, workflow coordination, system integrations and operational analysis. Common capabilities supported a group-wide service model while business units retained their own operating responsibilities.