One of the cultural shifts that occurs when moving processes to a captive Shared Service Organization or to a 3rd party outsourcing relationship is that managers must reinvent themselves to manage effectively in the new environment.  In a traditional environment, a Finance manager has a number of people under his or her direct control.  They typically reside in the same geographic area, if not the same actual building or floor.  In this environment, a manager can speak directly with their people, receive immediate verbal feedback and read their body language.  All of these inputs feed into the manager's evaluation process to determine if organizational and process goals are being met. 

An organization with a captive SSO or 3rd party outsourcing relationship must learn to manage differently if they are to be effective in governing that relationship.  No longer can they manage by the old rules.  Gone are the days when a manager can "manage by walking about".  There is much less in the way of verbal feedback and non-verbal cues.  In its place, a manager must learn to monitor and analyze metrics to manage processes. 

An effective governance model for shared services or business process outsourcing relationship will incorporate a feedback system that enables the effective monitoring of processes.  These metrics will be focus on both the effectiveness and efficiency of the process.  Of course, these metrics will be tied to the metrics defined up front and embedded into the service level agreement.  The manager's job is now focused much more on the analysis of data and root cause analysis to understand how successfully the organization is executing those processes.

This change does not come easily for many managers.  They have succeeded in their careers because they became very adept at managing by the traditional rules.  As the organizational structure shifts from one of hierarchy to one of influence, a number of the managers may not effectively make the transition.  As part of the change management process, organizations must educate and train managers in the new realities of managing.   They must also provide the monitoring tools and data necessary to successfully manage in the new environment.