An effective organizational structure and talented workforce allow the shared services model to deliver strategic value beyond cost savings. Shared service leaders need the right people in the right roles, guided by a strong organizational design and culture. Done well, the organization & people dimension not only supports operational excellence — it also drives innovation, resilience, and long-term growth.
An organization's culture — its shared values, beliefs, and behaviors — profoundly impacts how well an operating model performs. Culture change cannot be mandated — it must be modeled by leadership, reinforced by systems and rewards, and nurtured over time. Critical cultural elements include:
A shared services vision statement is a concise, powerful description of the future state or long-term purpose of a shared services organization. It communicates why the shared services function exists, who it serves (internal customers like business units, departments, or employees), and what it ultimately aims to achieve — beyond just cost savings. A strong shared services vision statement sets the direction, inspires employees, aligns stakeholders, and helps guide decisions as the shared services organization grows and evolves.
A shared services mission statement is a concise, action-oriented description of the core purpose and activities of a shared services organization. It explains what services are delivered, who they serve (internal customers like employees, business units, or departments), and how the services create value for the enterprise. It clearly the defines the scope of support for the shared service team so stakeholders are clear on the services, products, and solutions they receive.
The mission statement focuses on the present — highlighting the shared services team's commitment to operational excellence, efficiency, consistency, and enabling the broader business to focus on strategic priorities. Key elements of a mission statement:
An organization's culture — its shared values, beliefs, and behaviors — profoundly impacts how well an operating model performs. Culture change cannot be mandated — it must be modeled by leadership, reinforced by systems and rewards, and nurtured over time. Critical cultural elements include:
The starting point for building a strong operating model is designing an organization that supports business goals. The organizational structure must align with service strategy and business objectives. Clear, purposeful organizational design ensures:
The structure should support scalability, agility, and clear accountability, ensuring that service delivery remains consistent even as business needs evolve.
A proactive talent strategy is essential - hiring for both technical skills and service mindset, and nurturing talent through defined career paths within the shared services organization. An operating model is only as effective as the talent behind it. A robust talent strategy is critical to ensure that:
Forward-thinking organizations also recognize the need for more agile talent models — using contractors, gig workers, and automation alongside full-time staff to maximize flexibility.
The shift from transactional support to value-added services demands upskilled talent. Organizations must:
This evolution elevates the perception of shared services from a back-office function to a talent incubator.
As automation and AI reshape operational roles, the workforce must evolve:
Investing in the Organization & People (your talent) isn’t just an HR initiative—it's a strategic imperative that determines whether shared services thrive as a partner to the business or remain a cost center.
Part III of Rob's series on Operating Model Blueprint will come out shortly.
👉 Stay tuned and follow the series! What challenges are you facing with your shared services operating model? Let our experts help you - contact us today.