Large conglomerates, which have grown through mergers and acquisitions, struggle with the problem of supporting multiple business models within a single shared services center. It can be even more difficult (and costly) if the different businesses are outliers, running as standalone businesses and not incorporated into the shared services model at all. To reduce the cost of processes and realize global process improvement the organizations must reconcile fractured processes and different requirements.

Devising a strategy to consolidate the different business requirements and different business models is a difficult, but not impossible task. Focus on introducing globally applicable and legally statutory requirements first. Gradually build consensus for change where differences exist and incorporate those changes into the process, using technology to support controls and proper operating procedures. Continue to monitor the process after it is rolled out to ensure that engrained habits do not persist and that there are no workarounds that are circumventing the ultimate goal of a harmonized process model. Difference may exist due to business requirements, but accommodate exceptions only when absolutely necessary.