Implementing a shared services model in a matrixed academic medical center

Health care organizations often face challenges in managing risks, inefficiencies, fragmented processes, and duplicated efforts. In academic medicine, stakeholder engagement is also a pain point because lack of understanding or poor communication between departments and service providers creates friction. This article discusses why and how a school of medicine in a large academic medical center (AMC) implemented a shared services model and addressed key challenges. In the 6 years since its creation in 2019, the shared services model has promoted economies of scale, efficiencies, and high quality of work performed around the administrative functions of human resources, finance, research administration for preaward support services, communications, and facilities. In an AMC, this model ensures that units are consistently well supported in these functions and can focus their energies on the central mission areas of research, patient care, and education. This is especially relevant in the current climate, with the focus falling even more pointedly on efficiency and resource management in institutions that receive federal funding. Additionally, the model created an ecosystem of continuous information sharing and professional development. Importantly, it achieved these benefits without compromising individual units' autonomy and unique strengths, balancing centralized support with unit independence. The AMCs that adopt a shared services model often report benefits such as consistency, structure, collaboration, and flexibility. This combination leads to smoother operations, a more engaged workforce, and greater overall efficiency, creating a supportive environment that benefits faculty, staff, and the institution as a whole. The shared services model discussed in this article is generalizable and translatable to other AMCs as well as to large, complex organizations in both the private and public sectors that seek to improve efficiencies in administrative productivity and processes.