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Transitioning to Government Shared Services Centres: A Systems View

Transitioning to Government Shared Services Centres: A Systems View

Torben Tambo, Lars Bækgaard
Copyright: © 2015 |Pages: 30
ISBN13: 9781466683587|ISBN10: 1466683589|EISBN13: 9781466683594
DOI: 10.4018/978-1-4666-8358-7.ch019
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MLA

Tambo, Torben, and Lars Bækgaard. "Transitioning to Government Shared Services Centres: A Systems View." Public Affairs and Administration: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, IGI Global, 2015, pp. 419-448. https://doi.org/10.4018/978-1-4666-8358-7.ch019

APA

Tambo, T. & Bækgaard, L. (2015). Transitioning to Government Shared Services Centres: A Systems View. In I. Management Association (Ed.), Public Affairs and Administration: Concepts, Methodologies, Tools, and Applications (pp. 419-448). IGI Global. https://doi.org/10.4018/978-1-4666-8358-7.ch019

Chicago

Tambo, Torben, and Lars Bækgaard. "Transitioning to Government Shared Services Centres: A Systems View." In Public Affairs and Administration: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, 419-448. Hershey, PA: IGI Global, 2015. https://doi.org/10.4018/978-1-4666-8358-7.ch019

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Abstract

Services are fundamental to the provisioning of business activities. Enterprise Architecture (EA) is maintaining the relationship between strategy, business, and technology. A clear definition and agreed understanding of services is critical to realising information technology artefacts. Services, however, tend to be more complex than the mere act of interaction or working processes, and should be seen out of the cultural, organisational, and managerial factors surrounding them. This chapter uses a service model consisting of execution, context, and intention with an underlying claim that all three elements must be present to make services meaningful. EA must be seen in the light of this. This chapter addresses the issues related to combined transformation of organisations, service systems, and consequently, EA. The transformation changes loosely coupled, distributed organisations into Shared Service Centres (SSCs). A case study of a far-reaching SSC transformation from Denmark is presented where eGovernment services are moved from local government level into a national SSC structure referred to as Udbetaling Danmark (lit. PayDK). Major findings include: (1) When eGovernment reaches a certain level of maturity, it dissolves its original reason and no longer follows a progressive maturity model. Instead, it leads to a more radical reorganisation emphasising operational efficiency. (2) Development and management of complexities and uncertainties in governmental administrative services are closely associated with the development of eGovernment through ongoing refinement of EA and service frameworks. (3) The policy-driven reshaping of governmental services, originally themselves being SSCs, can lead to iterative SSC formations, each seeking to establish a professional logic of its own. (4) The systemic perception connected to EA and service science provides valuable insight into service transformation before, during, and after the transformation. This chapter aims at a deeper understanding and discussion of services in developing eGovernment policies and architectures, but findings are readily applicable in general business environments.

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