This article argues that many operational HR activities that are most suitable to be fully owned by a Shared Services Center (SCC) still fall into HR teams outside of SSC. The article begins on page 15 offers and offers a 4-component model that further separates operational and strategic work, and evolves SSC services into a comprehensive HR operations and service delivery team: 1) Strategic Talent Leaders — Senior HRBP-level thinkers who tackle the most pressing talent opportunities and challenges throughout the organization. 2) The HR Problem-Solver Pool — A dynamic pool of HR staff deployed to the most pressing challenges of the function based on business need. 3) Next-Generation COEs — A slimmer, more agile group of subject matter experts who facilitate HR projects and provide relevant expertise for solving customer challenges. 4) The HR Operations and Service Delivery Team — a centralized, dedicated group servicing employees and managers with the proper infrastructure and support to carry out their day-to-day challenges effectively. It includes a) human capital intelligence, b) people relations managers, c) shared services, and d) an HR technology team. Other ideas are discussed, and six additional articles on various talent and workplace topics are provided in this issue.