I’m working on a transformation project where we are replacing people from current organization by other people. The plan has been defined and agreed, after that, the question within the account team was: Who will pay it?
There are different aspects of the transformation and each business unit will have different benefits, different countries involved, so business units and countries want to avoid to pay any extra cent that is not cost related to them.
We have identified another risk: some business units do not want to transform, so keeping all cost into a central cost center will make them to stay as today.
With this scenario, we have defined a financial responsibility matrix where each phase of the KT process is going to be funded by different cost centers.
|KT phases||Funded by|
|On boarding activities to account||Account|
|Specific KT to a BU||Account|
|Reverse shadowing||Business unit|
|Operations activities||Service / Project|
The first phases will be funded by the account team, they are limited sessions of theory and to take care of this cost will avoid the rejection of the “start”, in addition shows good intentions to support the individual financial goals of the BU leaders. The acceptance criteria after this phase is clear and there are not way to reject an skilled and trained resource.
The shadowing phases will be paid by the business units, we live in the past very long shadowing phases due to “unavailability of taking care of the responsibility” without a real justification. In this way, the BUs are the main organization of having the new people working in operational activities (billable); they cannot afford to have 2 people for the same role for too much time.
Account Manager agrees with the plan and he will be presenting to the team, at the end of the day the money comes from her pocket, so she is the first one interested on having a mechanism to promote savings.
Nothing is perfect, let’s see how this idea works.