A global enterprise employing more than 90,000 employees across 20 countries was struggling with rising operational costs, fragmented back-office processes, and inconsistencies in service delivery across Finance, HR, Procurement, and Customer Operations. Over the years, decentralized regional teams had begun performing similar tasks independently, leading to duplicated work, inconsistent process execution, and limited governance over critical workflows. To address these challenges, the organization partnered with O2 Technologies to design and implement a Multi-Function Global Shared Services Model, consolidating core business functions into a centralized, standardized, and scalable global services hub capable of delivering seamless, efficient, and high-quality support operations worldwide.
The organization’s fragmented operating structure was significantly affecting efficiency, cost, and service consistency.
O2 Technologies developed a multi-year transformation roadmap that clearly defined the enterprise shared services vision and the role of centralized operations. The team established a robust service catalog encompassing more than 120 processes across Finance, HR, Procurement, and Customer Operations. A global shared services operating model was designed based on a tiered structure including Tier 0 self-service, Tier 1 transactional support, and Tier 2 specialist expertise. Comprehensive governance structures, escalation pathways, and service-level frameworks were established, supported by clearly defined global, regional, and local responsibilities.
O2 redesigned back-office workflows to align with shared services best practices. Finance processes such as accounts payable, receivables, reconciliations, and month-end close were streamlined. HR processes including onboarding, payroll, benefits management, and employee lifecycle operations were standardized. Procurement operations such as vendor onboarding, purchase order management, and contract workflows were simplified. Customer operations workflows—such as service request routing and case management—were optimized for consistency and scalability. All redesigned processes were documented through unified SOPs, simplified workflows, reduced hand-offs, structured QA checkpoints, and automation-ready models, ensuring global consistency and operational uniformity.
O2 Technologies implemented a fully integrated digital ecosystem designed to support centralized operations. Workflow orchestration tools and case management systems were deployed to manage high-volume processes efficiently. Self-service portals for employees and vendors reduced dependency on manual support and improved turnaround times. A knowledge base and chatbot system enhanced Tier 0 support and reduced service queries. All shared services platforms were integrated with ERP, HRIS, CRM, and procurement systems to create seamless cross-functional execution. Real-time dashboards were introduced to monitor SLAs, KPIs, workforce productivity, and operational performance across global teams.
To ensure smooth migration to the shared services model, O2 established detailed transition playbooks to guide the movement of work from more than 20 countries into centralized hubs. Competency frameworks were developed for new shared services roles, supporting capability building and workforce alignment. Extensive change management programs—including communications, training, and stakeholder engagement—were conducted to drive adoption and reduce operational disruption. In parallel, a dedicated Shared Services Center of Excellence (SSCoE) was established to govern operations, drive continuous improvement, and maintain global standards over time.
The shared services transformation delivered remarkable enterprise-wide improvements. The organization achieved a 40% reduction in operational costs through consolidation and optimized labor structures. Cycle times across Finance, HR, and Procurement processes improved by 50–60%, significantly enhancing service delivery and customer satisfaction. Standardized workflows brought higher accuracy, better compliance, and consistent performance across regions. Self-service portals and automation improved experience for employees and vendors while reducing support volume. Most importantly, the shared services hub created a scalable global platform ready for future automation, analytics, AI, and digital transformation initiatives. The enterprise emerged as a highly efficient, integrated, and service-driven organization.