Defining a new strategic target model for SNCF Optim’Services

Optim’Services was created in 2015 as a production centre for the SNCF Group’s shared services department. The company’s 3000 agents provide quality support services for SNCF’s various departments including HR, accounting, social action, medical services, and the overall work environment. As a result of this partnership, Optim’Services and SNCF have introduced widespread digitisation, simplification, and industrialisation or production to greatly improve the quality and efficiency of the services provided.

As part of a pact agreed upon with the French government on railway services and the reorganisation of the SNCF group into a state-owned company, Optim’Services anticipated its future role, value proposition, and place within the new organisation to launch a new initiative late in 2018. Doings so enabled the company to identify the proposed transformation model while simultaneously observing the cost constraints required by the French Government that were connected with the performance objectives of the SNCF Group’s general management and business lines. Optim’Service asked Capgemini Invent to provide support with the definition of a new strategic, operational, and legal target model with the goal of transforming each of the shared services centre following leading market practices and Economic Interest Grouping model.

The organisation worked with Capgemini Invent to drive strategic thinking within the company by defining benchmarking elements that illustrated practices and governance, including feedback from other Capgemini clients. In addition, Optim’Services and Capgemini mobilised decision-makers around the core concepts of the target model: strategy and positioning, offer and customer relationship, legal structure, governance, economic model, HR, social, and business management.

In collaboration with Optim’Services, Capgemini Invent developed scenarios around the company’s organisational, economic, and legal models. These were defined by identifying performance levers and projecting economic trajectories over a five-year period. The team worked to amplify the pooling of services following a more integrated logic and by continuing to provide the organisation with end-to-end process. Other levers focused on operational excellence and innovation as well as the unification of customer relations.

The project enabled Optim’Services to define its governance, organisation, and performance trajectory  in order to develop a roadmap and realise its target model. In addition, the transformation has also made it possible to harmonise the organisation of the shared services centre. As a result, Optim’Services saw customer satisfaction rise as a result of the improvement of services while enhancing its productivity, beyond and above the objectives set for the project.