Source to Settle as a Service

Organization: sharedserviceslink.com

Venue: Jumeirah Carlton Tower

Location: London, United Kingdom

Event Date/Time: Jun 18, 2013 / 8:00 am - (GMT) End Date/Time: Jun 20, 2013 / 5:00 pm - (GMT)
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Description

 

Conference day 1: Wednesday 19th June

8:30 Registration

9:00 How providing ‘source to settle’ as a service can make your shared services shine Once upon a time, someone came up with the idea of ‘shared services’. Through the 90s and the Noughties, Fortune 500 companies (and beyond) keenly applied the model. And through boom and bust, companies with shared services, on the whole, grew faster and further than those without. The operating model of shared services was building in popularity. Now that operating model is changing. This conference will reveal to you how the model is being re-architected to serve the business in a way the previous model couldn’t. Join Susie West’s opening presentation to see where the changes are happening and with what effect.

Susie West CEO  sharedserviceslink.com

10:00 The 6 critical success factors to satisfying your customers

71% of shared services organisations are growing. This was one of the fascinating results of a recent sharedserviceslink.com and Nimbus survey. The problem is that, for shared services professionals to really scale up their SSO, they need to have happy customers. And with only 4% of survey recipients saying the service they offer their clients is 'excellent', this leaves the shared services management team with a big problem. Using the results from the recent survey, this session will examine:

  • The key trends in shared services growth and expansion
  • Why improving the customer experience should be a top priority for shared services professionals
  • What is stopping the customer from being happy
  • The 6 truths that need addressing if you are going to expand your scope and improve the customer experience

Nigel Kilpatrick Chief Sales Officer TIBCO Nimbus

10:30 How to make the business come to the shared services and pay a premium for new services

If shared services at Virgin Media had carried on using the previous operating model, they would have a staff of 1,400, tens of millions USD in aged debt, and staff engagement below 50%.

But for the past 3 years, by changing the operating model, shared services have been transformed into a crucial arm of the company. So much so that nearly 10% of shared services funding now comes directly from the business units paying for their services in areas such as working capital analysis and recruitment. In this session, Paul and Suzie outlines:

  • Their 3 year plan for getting shared services back on track and beyond
  • The key success factors, including attracting a higher level of skills and capabilities
  • How improving engagement has allowed them to be a real differentiator and value-adding part of the business

Paul Mitchell Director Shared Services

Suzie Carr Head of Talent and Engagement Virgin Media

11:15 Morning refreshments

Stream A: Young Shared Services 

11:45 Scale is golden: how to create a flexible operating model to support your growing business

If your shared services organisation supports a small but rapidly growing and dynamic business, you need to make sure that your operating model can support it. Failure to do so will mean stress to the business model, mistakes, and trauma. When NYSE Euronext set up their European SSC in Amsterdam, there was inevitably some scepticism. But in just 12 months they reduced the running costs of the total finance organisation by over 30%, drastically increasing the scope of supported entities, and improved their customer feedback ratings all whilst maintaining headcount. In this session, Dietrich describes:

  • How to justify the business case for staying in a high cost location
  • How they revised their operating model to take the savings and service further
  • How they have balanced operational efficiency with a customer-centric focus

Dietrich Mollat Director European Shared Service Centre NYSE Euronext

 

 

 

 

 

 

12:15 The 5 ‘must-dos’ to get collaboration to work for you When finances are tight, an investment into shared services needs to work. For Cheshire and Northamptonshire Police, the message from the top was to see an ROI of £12.5 in two and a half years. Sarah Copley-Hirst shares in this session the unique story of how two organisations came together to create a truly collaborative, efficient, cost effective and scalable model. She will explain:

  • The importance of thorough process re-design
  • How the customer/ shared services centre relationship is maintained and nurtured
  • How to manage growth and changes to operations
  • Her top tips for making collaboration work in any organisation

Sarah Copely-Hirst Head of the Multi-Force Shared Services Cheshire and Northamptonshire Police

 

Stream B: Mature Shared Services

11:45 Archnitecting global business services: the Kimberly Clark journey to becoming the best partner for a truly global organisation When you’re running an already mature and highly streamlined shared service operation, it can be difficult to squeeze out additional cost savings. So how can you continue to increase value to your customers?  When Kimberly Clark made strategic changes to their entire European operating model, this gave the shared services organisation the impetus to fundamentally re-evaluate the part they play in adding value and insight to the business. With the new architecture taking shape, they plan to significantly change the way they approach customer services.

In this session, Ricardo Masera outlines:

  • The necessity for shared services to operate as a business in their own right
  • How the architecture of European Business Services will support the dynamic front-end business
  • Why a new customer communications framework was needed to enable collaborative transformation

Ricardo Masera Director European Financial Shared Services Kimberly Clark

12:15 Crossing the chasm from a transactional to a value centre with end to end service delivery

As shared services become increasingly global in scope, their services to the business become more valuable. The focus therefore shifts away from single activities to end-to-end multi-processes. Over the past decade, the demand for shared services at Hewlett Packard has grown drastically. Their aim was to save costs and increase efficiency. But as they grew, they lost sign of who they were working for, and as a result, their customers started walking away.

But in just two years, Johannes Biermann and his team have turned their service provision model on it's head by thinking laterally and focussing on customer experience. Now, not only is 90% customer satisfaction the norm, but increasingly they are seen as "the experts" by the business units they support. In this session, Johannes outlines:

  • How to break down the silos within a complex, multi-functional shared services model
  • The importance of balancing growth from the bottom with top-down sponsorship
  • How they are measuring and leveraging the success of ther footprint

Johannes Biermann Director Strategy and Customer Experience Global Business Services Hewlett Packard

12:45 Lunch

13:45 Where will you be in 5 years’ time? Building a sustainable shared services model designed to deliver world class services As a leader in shared services, you understand how shared services can act as a change agent for the wider business. You’ve got the support of the CEO and the strategy to drive through further savings. So why are your colleagues in the business units still treating you like an anathema? Because for them, hearing about the latest cost per invoice is boring. Shared services should be part of the business solution to a problem articulated by your customers. Only when the business is embedded in the direction, objectives, and delivery of the shared services organisation, will a strong and intelligent partnership be established. Come to this essential and informative session to understand:

  • The importance of speaking your customers’ language
  • How a new way of measuring performance can drive the behaviour you want
  • The effect this can have on your service delivery model

14:00 Navigating the mercury maze: how procurement at Marsh & McLennan Companies have increased spend compliance by 140% In 2011, Marsh & McLennan Companies had such low visibility and control of their P2P process, they could only estimate they had an excess of $2bn with third party vendors. So, within the complex business structure of the organisation, it was up to procurement to push through some radical changes. In just over 12 months, they have increased spend compliance to 140% in some areas, with some 85% of transactions being fully electronic, and a platform to drive roll out standard processing across their global business. What was a “maze” is now a clear, efficient and effective source to settle process. In this session, Paul shares:

  • The two-pronged approach to saving costs and increasing control
  • How the company tied together finance and procurement for to build the footprint for a streamlined, co-located P2P process
  • Some of the sillier excuses for non-PO spend

Paul Harvey Director Global Procurement Operations Marsh & McLennan Companies

14:30 If all my KPIs are on green, why do my customers look so miserable? The importance of measuring the right thing

Sometimes we get a sign which tells us we are doing a good job. But on occasions, the premise on which these ‘signs’ have been set up is all wrong.

This was the case with Rabbobank in 2008. When increasing demand on accounts payable forced them to rethink their operating model, they adjusted their accounting systems to match. At first, everything seemed to be running smoothly, and their KPI dashboard was all green. But when they asked their customers for feedback, a very different story emerged.

In this session, Martijn details:

  • How finance shared services at Rabobank have drastically changes their approach to performance metrics and measurement to align better with the business objectives
  • The new framework for customer relations and continuous improvement
  • How customer feedback now influences their robust process design

Martijn Tabbernee Head of Accounts Payable Rabbobank

15:15 Afternoon refreshments

15:45 Scrap the SLAs? Really?! Why TfL have taken a new approach to the shared services/ business relationship When two thirds of customers are more than satisfed with the service, it’s easy to turn the focus elsewhere. But will that add value to the business? Nine months ago, when Simon suggested they scrap the SLAs that dominated the shared services and customer relationship, it seemed like a radical step to take. But by measuring potential risk, rather than simply ticking the boxes in the contracts, the shared service centre has become embedded into the business. In this session, Simon outlines:

  • Why 10/10 on your SLA score sheet doesn’t always mean service is good
  • Why they needed to move away from the blame culture and a step towards a ‘how can we make this work together?’ attitude
  • How finance shared services are now able to provide reporting and analysis as a service
  • What this means for the business moving forward

Simon Bicknell Head of Finance Shared Services Transport for London

16:15 From suspicion to trust: why listening to your customers will transform your SSO’s image and influence When your customers see you as more of a hindrance than a help, it can be an uphill struggle to get them to invest in your SSO, and future improvements can look fairly precarious. Layer on top of that extra pressures to meet strict legislative and budgetary considerations (because you work for local government), and you begin to get the picture that Wiltshire County Council were faced with. The only way they could effect change the previously difficult relationship – and therefore in the quality of services – was by understanding their customers’ point of view. In the process they reduced headcount by 25%, absorbed an additional 20% workload, improved their turnaround times and increased customer satisfaction significantly. In this session, Jacqui details how they re-designed their service provision model to both efficiently meet the needs of a demanding business whilst preserving those all important customer relations. Jacqui White Service Director Business Services Wiltshire County Council

16:45 Speaker’s clinic  17:00 Drinks reception (sponsored by Nimbus)

  Conference day 2: Thursday 20th June

 

8:30 Registration

9:00 Top tips from day one Susie West CEO sharedserviceslink.com

9:45 How to take customer satisfaction from 8% to 70% in 18 months When Dilesh arrived at the relatively young Specsavers finance shared services centre in 2010, customer satisfaction was at an average of 8% and staff engagement at 51%. Yet in the face of scepticism, he turned around the “them versus us” culture, and managed to increase those figures to 70% and 76% respectively in just 18 months. And this is just the beginning. In this session, Dilesh shares his key success factors for becoming an award winning shared services centre, and how the embedding of a new cultural set-up has set the shared services organisation, and the business, on the road to world domination. Dilesh Magdani Head of Finance Shared Services Specsavers

10:15 Morning refreshments 10:45 Rethinking the governance framework: giving power to the SSO to provide the services the business needs Good customer service is not just about shared services. It’s also about educating the business as to who’s responsible for what. When Baker Hughes moved towards a global business services structure, they faced an uphill struggle attempting to align the 500+ different legal entities they supported and the multiple accounting systems in use. However by implementing a solid governance model and making sure it was understood by all key stakeholders, the company have been able to increase output whilst shared services becomes an increasingly value-adding arm of the business. In this session, Ken Machray describes:

  • The effects of a poor governance structure
  • How their outsourcing partner has become embedded into the strategy
  • The future of Global Business Services 

Ken Machray Global Business Services Director Baker Hughes

11:15 Panel session: How outsourcers can get to grips with your contextual history so the handover represents ‘business as usual’ To most shared services, their outsourcing partners are an essential ingredient. However, whether shared services outsource a single activity or multiple processes, it is likely that somewhere in the process the client complained of ‘knowledge gaps’ in the BPO. This session looks at the critical success factors to getting the client/outsourcing partnership right, but critically how to make sure the hand over is clean and knowledge gaps are either plugged or prepared for. 12:15 Lunch 13:15 The power of the right metrics: how to drive a culture of collaboration, customer focus and commercial awareness

In 2010, Ian Dawson was charged with setting up a brand new, multi-functional shared services operation to support the growing but disparate 14 business units at Balfour Beatty. BB WorkSmart, the Balfour Beatty shared services organisation, was born, and just three years later, has already delivered significant value to the company and created a platform for strategic change.

The secret of their success? A brand new KPI set and an effective approach to Service Management to support this new model and place shared services as an integral part of the company’s future.

In this session, Ian outlines the key success factors for the project, including:

  • Why their approach to performance metrics needed to change, and what KPIs they now rely on
  • How they engaged with their customers and key stakeholders to ensure they were all talking the same language
  • The importance of an end-to-end approach to drive quality and streamlined processes and excellence in service delivery
  • Why they needed more than a cost cutting centre and what kind of value they’re now able to deliver
  • How they are expanding on the project 

Ian Dawson Business Services Director Balfour Beatty Worksmart

13:45 Where’s your weak link? How to keep your competitive edge with tight supply chain management With the drop in sales and reputation, we can all learn lessons from the ‘horse meat’ scandal earlier this year that affected a number of companies across Europe. Tight supply chain and risk management is playing an increasingly important role in a globalised age, allowing companies to compete effectively at both a global and local level. But how can you identify risks in your supply chain before they happen? Come to this session to hear how the procurement department of a global company have implemented a watertight supply chain management processes, increasing their competitiveness and driving business to the shared services organisation. 14:30 Afternoon refreshments 14:30 Joining the dots: how to make sure your technology supports every part of the source to settle process Smooth and streamlined processes – from contract negotiation through to payment and spend analysis – are key to achieving excellence in service delivery. And automation technologies are a key enabler for such efficiency and visibility. But how do you know you’re making the most of your systems or selecting the right technology? In this session, one company share how by upgrading and synchronising their supporting technology, they were able to increase their performance by a third within 6 months. 15:00 Redrawing your KPI set to support your new model Redrawing your shared services operating model to run source to settle as a service in a way that is exciting to your customers means that behaviours and intended outcomes need to change. In this essential session, we examine and draw up a brand new KPI set that an drive the right behaviour and support this model moving forward. 

16:00 Chair’s close Source to Settle as a Service has been designed to solve many of the problems facing your shared services organisation today and in the future. By practically applying the principles explained during this conference, you will find the problems likely fall away and be replaced by exciting opportunity. This closing session looks to conclude the event with 5 key closing thoughts and considerations to suitably and purposefully send you on your way. Susie West CEO sharedserviceslink.com

16:30 Speaker’s clinic

17:00 Close of conference

 

Venue

On Cadogan Place
London
United Kingdom
MORE INFO ON THIS VENUE

Organizations

sharedserviceslink.com