Move the work.
Keep the service working.

A shared-services model needs a clear view of the work it will perform and the organisation it will support.

The starting point may be a cost target, a growth challenge or the need to bring fragmented activity together. Making the model work requires decisions about processes, retained responsibilities, systems, people and service ownership.

Leanpro helps organisations assess those decisions and coordinate the transition into a workable operating model.

An existing role can contain routine processing, exception handling, specialist decisions and customer contact. Each activity may have different requirements and dependencies.

We work with business owners and subject-matter experts to establish the activity in scope, the volumes involved and the conditions that affect where it can be delivered. This helps identify what can move as a complete role, what needs to be separated into tasks and what should remain with the existing organisation.

The assessment creates a practical basis for the future model and the investment required to deliver it.

The receiving operation needs the right capability, access and support. The retained team needs clear responsibilities and enough capacity to support the transition.

Leanpro coordinates the plan across those boundaries. We bring recruitment and start dates into the same view as technology readiness, training availability and business approvals. Where specialist reviews are required, we work with the responsible teams to make their decisions and dependencies visible.

This is particularly useful when several functions need to move at different speeds or when the scope changes as assessment progresses.

Training and onboarding should prepare people for the activity they will actually perform. The transition plan needs to establish how they will practise, who will supervise and what evidence will support acceptance.

We help define the requirements for dual running, service monitoring and the handover into operations. We also connect changes in scope, timing and support effort to the benefit case, working with the relevant finance owner.

Typical outputs include an activity assessment, future responsibilities, a mobilisation plan, approval and dependency tracking, training-readiness requirements and service acceptance criteria.

Our experience at Davies includes project management within an international shared-services transformation programme, with work spanning insurance operations, legal-services administration and corporate support functions.

The programme connected UK and North American operations with delivery teams in India. It required coordination across business ownership, client decisions, recruitment, technology enablement and transition support. This experience provides Leanpro with a practical understanding of the work needed to establish and expand a shared-services operation.

A shared-services feasibility and transition review can help establish the opportunity and the work required to pursue it. We can assess proposed activity, clarify the retained model and identify the decisions and dependencies that should shape mobilisation.

You receive a clear scope and a practical route into the next phase, tailored to your organisation’s position.

Whether you are establishing a new service, expanding an existing model or addressing a transition that has become difficult, we can help you work through the operating detail.