Abstract
AbstractUnder a shared services strategy, staff functions operate as an internal market‐place for their own services, with a business focus of service to customers. When Air Products and Chemicals' Controllership recognized the cost and effectiveness advantages to following this model, it began a transformation process that altered the human as well as the functional dynamics in the company. Its ultimate success resulted from the depth of its effort to implement change. © 2001 John Wiley & Sons, Inc.
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