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Q&A - John Harrington, Citigroup - Lessons From a Shared Services Journey

Author: Nimra Mehmood
by Nimra Mehmood
Posted: Jun 29, 2021

Q: John, we should start with a touch of foundation. How could you get to your present job?

A: My experience is finance. I qualified around eighteen years or so prior, and I've burned through a large portion of my vocation in finance, the board bookkeeping, legal bookkeeping business investigation and so on - I moved around a considerable amount. I kind of fell into shared administrations, I surmise, around eight or nine years prior at Reuters, cost in Dubai where I was approached to set up a pilot for the monetary common administrations region, set up that and ran it's anything several years, growing it all through the administrative center and UK region. Then, at that point as a feature of the common administrations supervisory crew, we constructed a worldwide common administrations model based around five territorial assistance places. I did some change the board at that point, getting the ERP and the PRP, then, at that point chose to accept a position that focused on the value-based region. I had never really done that sides of the work and I needed to get a full range of the common administrations work.

We set up the common help community in the UK, and I ran the value-based shared assistance place. The arrangement was to set the five local shared help places up, and afterward to move into a worldwide model. Along these lines, while I ran the conditional side for a very long time, there were different conversations occurring with respect to where we should assemble the worldwide help place; we in the end chose Bangalore. I was approached to head up the worldwide plan group, to assemble the model and the plan around the Bangalore SSC. So I went around there for a cycle, did some benchmarking, enlisted a supervisory crew, and we re-planned the entirety of the cycles in the five common assistance regions. It was very fascinating; in spite of the fact that they were simply settled a few years sooner, they enhanced so a lot (despite the fact that we had a focal center group that should keep the entirety of the cycles standard, each assistance community had differentiated) and it's anything but an instance of returning in, understanding the holes and building the model, and afterward executing it. We effectively executed that in 2005. Then, at that point toward the start of 2006 I joined Citi.

Q: Since then you've been part of the way liable for an upheaval in Citigroup's obtainment supply activities. Disclose to us the account of that - what has changed?

A: Sure, I had an influence. I don't know how enormous a section since I have just been there for more than two years. This really begun five, six years prior with the execution of the ERP framework internationally; it was overwhelmingly placed in the US, which makes up roughly 66% individuals in Citgroup - so there are above and beyond 200,000 individuals there. It was re-carried out across the bigger nations across EMEA. (One thing I would say there, looking back, is that we really changed Oracle drastically, and that is affected the nations we can carry out to, simply dependent on cost, since now the upkeep and the execution is definitely more troublesome than if it's anything but a conveyed framework.)

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Author: Nimra Mehmood

Nimra Mehmood

Member since: Jun 15, 2021
Published articles: 11

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