IT Global Business Services
Standardize, Scale, and Succeed With IT Shared Services
Standardize how IT shared services run, how costs flow, and how value shows up. Serviceware Financial centralizes shared services, boosts quality, and cuts waste, on one platform.
Why IT Shared Global Business Services Stall at “Good Enough”
IT Shared services promise scale, but many organizations stop short of real maturity. What gets in the way:
- Siloed operations: Finance, IT, and HR run separate cost models; no single view of service cost or value.
- Inconsistent quality: Without standard service definitions and metrics, “good service” varies by team.
- Manual allocations: Spreadsheets slow planning and muddy accountability.
- Under-utilization: Teams don’t see what they consume, so demand and spend drift.
- Stagnant improvement: No feedback loop from consumption to planning to billing.
Cost reduction is the top shared-services driver
Source: Auxis/SSON 2025
Elevating service quality/delivery is a top priority
Source: Auxis/SSON 2025
“With Serviceware Financial, you can quickly create scenarios and prepare decision templates. This way, we offer customers the highest degree of transparency regarding the services they purchase and enable them to influence their costs.”
Hannes Mackowiak
Senior IT Controller at SWE Digital GmbH
“By using Serviceware Financial, I effectively have more IT budget available!”
Head of IT Service Management at ZF Friedrichshafen
Taking IT Shared Services from Centralized to Standardized
One Model for Cost, Quality, and Accountability
Service & Product Value Chains
Problem: Services are undefined; costs scatter.
Solution: Model end-to-end service/product value chains with clear components.
Outcome: A single language for service cost, quality, and ownership.
Effort & Data Integration
Problem: Time and HR data sit outside the cost model.
Solution: Integrate with Human Resources (HR) and time-tracking to allocate effort directly; use expert keys where data is incomplete.
Outcome: Transparent, explainable cost drivers.
Total Cost of Ownership (TCO)
Problem: Leaders can’t see total service cost.
Solution: Calculate and report TCO per service, per unit, per customer.
Outcome: Better planning, pricing, and sourcing decisions.
Planning, Forecasting & Simulation
Problem: Budget cycles are slow and detached from demand.
Solution: Plan and simulate scenarios across services, departments, and geos.
Outcome: Faster cycles, decisions grounded in real consumption.
Automated Charging & Billing
Problem: Manual chargebacks fuel disputes.
Solution: Automated allocations and billing with audit-ready rules.
Outcome: Fewer disputes, more trust, predictable recovery.
Process Efficiency Tracking
Problem: Improvement isn’t measured.
Solution: Track process KPIs and service levels from one source of truth.
Outcome: Continuous improvement is built-in.
Business outcomes
Cost: Centralize and standardize to remove waste and unlock scale.
Quality: Define services, measure SLAs, and raise reliability.
Efficiency: Automate allocations and billing to shorten cycles.
Governance: One model across IT, Finance, and operations.
Integrations
See IT Shared Global Business Services Maturity In Practice
ITFM Resources
Frequently Asked Questions
GBS spans multiple functions (e.g., IT, finance, HR) under one governance model; SSCs typically focus on one function. Serviceware supports both. GBS spans multiple functions (e.g., IT, finance, HR) under one governance model; SSCs typically focus on one function. Serviceware supports both.
It’s shifting from cost cutting to a strategic partner—owning quality, transparency, and measurable outcomes.
Define services, SLAs, and KPIs once; use the shared model across IT, Finance, and operations. Track performance in one place.
Automation, integration with ERP/ITSM/HR systems, and analytics. Serviceware centralizes data and automates allocations and billing.
Standardize request types and rules; route, allocate, and bill automatically where appropriate.
Track service TCO, SLA attainment, allocation accuracy, dispute rate, and cycle times for planning, forecasting, and billing.
Typical programs start with a defined service catalog and key integrations, then phase to planning and billing—weeks, not quarters.