In the bustling epicenter of Berlin, where old-world charm seamlessly merges with modern innovation, Csaba Szende, Senior Director of Shared Services at HelloFresh, exemplifies the transformative power of leadership in the global business services industry.
With over two decades of experience spanning diverse industries and multinational corporations, Csaba has not only shaped the future of shared services but has also redefined its role in driving organizational success. Here are excerpts from our insightful interview:
1. What pivotal moments or challenges in your career have shaped your approach to leadership and your vision for the global business services industry?
Over the last 20 years, I’ve had the privilege of experiencing key milestones that have profoundly shaped my approach to leadership and my vision for the global business services industry. These moments allowed me to understand the evolving role of shared services and their potential for driving organizational success.
Some of the most transformative experiences include:
- Building and leading a large HR SSC team at Vodafone.
- Leading a multifunctional center at Eaton.
- Building a state-of-the-art SSC from scratch at Trivium Packaging, which won SSC of the Year.
These roles showed me how shared services can be the backbone of a company’s operational strategy, driving efficiency, standardization, and innovation. Along the way, I had the privilege of working with incredible leaders and teams who expanded my thinking. Their dedication and creative problem-solving inspired me and reinforced my belief that shared services can and should be critical enablers of innovation and growth.
In my current role at HelloFresh in Berlin, I am leveraging these insights to shape the future of shared services, adding value to both my team and the broader organization.
2. As a leader known for your people-centric approach, what strategies do you use to build high-performing teams and foster an engaging workplace culture?
My leadership philosophy is grounded in egoless and servant leadership. I firmly believe that leadership is not about being in charge, but about empowering and enabling others to succeed.
Key strategies I use include:
- Creating an environment of trust and collaboration: By valuing team contributions and fostering mutual respect, I build a culture where people feel empowered to share their best ideas.
- Emphasizing growth and development: Providing opportunities for career progression and skill-building ensures team members feel valued and motivated.
- Celebrating achievements: Feedback and recognition go a long way in building morale and encouraging high performance.
For me, the most rewarding aspect of leadership is witnessing the growth and success of others. When team members thrive, so does the organization.
3. In your view, what role should shared services play in advancing corporate responsibility and sustainability initiatives across industries?
Shared services are uniquely positioned to drive corporate responsibility and sustainability initiatives by:
- Driving efficiencies: Centralizing and optimizing processes reduce redundancy, streamline workflows, and lower carbon footprints.
- Providing strategic insights: By consolidating data, shared services enable organizations to measure and report on key sustainability metrics like energy usage, waste reduction, and ethical sourcing practices.
- Championing social responsibility: Shared services can foster diversity and inclusion through transparent hiring practices and inclusive work cultures.
In essence, shared services are not just support functions but active contributors to Environmental, Social, and Governance (ESG) agendas, directly impacting sustainability goals.
4. What experiences or values have shaped your journey as a leader in global business services, and how do these influence your decision-making today?
Key values that have shaped my leadership journey include:
- Diversity: Working across multiple countries and cultures has taught me to appreciate diverse perspectives, leading to better decision-making and innovation.
- Learning from challenges: Successes and failures have provided valuable lessons, fostering a culture of experimentation and continuous improvement.
- Openness to innovation: Being willing to embrace new models and technologies has been central to driving organizational improvements.
- Resilience and humor: Staying calm under pressure and maintaining a sense of humor helps create an environment where teams feel united and focused, even during challenging times.
5. How do you balance operational efficiency with fostering innovation and strategic value creation in shared services?
The balance lies in combining centralization, standardization, and automation with a culture of continuous improvement and innovation.
Steps I take include:
- Streamlining processes through standardization to drive efficiency and consistency.
- Integrating emerging technologies: Automation and AI free up resources, allowing teams to focus on strategic initiatives that drive business growth.
- Aligning technology with strategy: Using technology as an enabler for broader business goals ensures efficiency gains translate into strategic value.
6. What key messages do you prioritize when addressing the future of shared services and transformational leadership?
- Adaptability and integration: Shared services must remain flexible and responsive to changing business needs.
- People-first leadership: A transformational leader empowers their team, prioritizes development, and positions shared services as strategic partners.
- Continuous improvement: Leaders must inspire teams to embrace change and drive innovation.
7. For companies planning to establish or transform shared services operations, what are the three most critical pieces of advice you would offer?
- Define a clear vision and roadmap: Align the business case with long-term goals and communicate it effectively to stakeholders.
- Invest in the right people and technology: Build a strong foundation with talented teams and integrated systems like AI-powered automation.
- Engage stakeholders early: Strong communication and change management are essential for smooth transitions and stakeholder buy-in.
8. How do you see advancements in technology, such as AI and automation, reshaping the future of shared services?
AI and automation are transforming shared services into strategic innovation engines. By automating routine tasks, shared services can focus on higher-value activities such as:
- Generating insights: AI-powered systems help organizations make data-driven decisions.
- Proactive problem-solving: Automation enables real-time, predictive support instead of reactive responses.
Shared services are evolving from cost-saving functions to strategic partners driving agility, innovation, and growth.
9. What advice would you give to aspiring leaders in the global business services sector?
- Embrace lifelong learning: The sector is constantly evolving, so stay curious and adaptable.
- Build cross-functional skills: Understand the broader business context and collaborate effectively with stakeholders.
- Lead with empathy: Foster innovation by listening to teams, learning from their experiences, and staying open to new ideas.
10. How do you envision the global business services landscape evolving by 2030?
By 2030, shared services will be:
- Strategic hubs for innovation: Leveraging AI, automation, and data analytics to drive agility and enhance customer experiences.
- Critical to competitive advantage: Supporting companies in responding quickly to market changes.
Organizations that invest in technology, foster continuous learning, and embrace flexibility will thrive in the evolving landscape.