This interactive workshop will examine best practices and world-class approaches to building and improving your organisation's global business services capabilities, including: mandate, execution strategy, operating model and enabling capabilities. Participants will hear about The Hackett Group's latest research and learn our framework for reinventing GBS to become more agile organisations, drawing on real-life dilemmas occurring at each lifecycle stage. Guided by subject matter experts, participants will work in small teams and will come away with actions that can be immediately applied to their organisations.
This interactive workshop will examine best practices and world-class approaches to building and improving your organisation's integrated planning capabilities. Participants will learn how to 1) design an integrated planning process, 2) identify and overcome common pitfalls, and more importantly, 3) how to ensure end-to-end adoption within your organisation. Guided by subject matter experts, participants will work in small functional teams and will come away with an improvement plan that can be immediately applied to their organisations.
Lothar Steinebach will give his thoughts, advice and lessons learnt for creating an agile enterprise based on three decades of experience at Henkel and his oversight role on boards of directors for DAX and MDAX companies. He will share his unique perspective and proven practices leading multiple business transformations, including finance, global business services, working capital, and more. Lothar Steinebach will talk about what worked in his particular environment and what did not. This will permit you to compare and draw your own conclusions. Included will be an outlook beyond the projects done and results achieved into the next arena of opportunities ahead.
Disruptive forces – market volatility, business innovation, global competition – and a renewed focus on maximising growth opportunities are shaping today's agility imperative. To be successful, organisations must be able to anticipate change and adapt at a faster rate than their environment. This session will examine digital, analytical and operational enablers for enterprise agility and show how leading organisations have optimised their operations to create a distinct performance advantage.
BP was a pioneer in the area of finance and accounting outsourcing – setting up one of the first outsourcing deals in the early 1990s, serving its UK North Sea business. Since then BP has moved through its business service centre period in the 2000s, moving to a GBS model in late 2012. Today, BP's GBS organisation operates on a hybrid basis – its 5,000-strong team is made up of a network of nine centres around the world and a central team in the UK and Houston. Five of these centres are run by BP and the rest by its outsourcing partner, on BP's behalf. In this talk, Brian Puffer will look at how his team drives value for BP. Specifically, he will offer observations about what has worked well and what his team might have done differently if they'd had the benefit of hindsight.
Becton, Dickinson and Company's acquisition of CareFusion in 2014 led to sweeping changes in the organisation, spend and supply base. Chris Shanahan will discuss how it transformed from the old to the new and describe the changes to its governance, operating model and processes. In addition, he will highlight results to date, the company's vision for the future and important lessons learned.
The ability to integrate strategic, organisational and financial planning is increasingly viewed as a source of competitive advantage as it effects how companies allocate their resources to meet their strategic and operational objectives. In this session, Nikolaj Kromann Jørgensen will share his experience of driving the evolution of integrated business planning at Novo Nordisk.
ALTANA is a specialty chemicals company with a global manufacturing footprint and procurement to match. As a result of conducting a diagnostic assessment of local payment performance, the company gleaned insights into payment terms, invoice receipt and payment processes along with the identification of the key levers for working capital improvement. Dr. Norbert Flüggen will share how the organisation approached the initiative, the information challenges faced and how they developed an enterprise-wide improvement road-map – winning over the hearts and minds of the procurement and finance communities and the divisional business leaders in the process. He will discuss why ALTANA embarked on its journey, critical success factors, quick wins, lessons learnt and results to date.
As one of the world's most recognised, The Coca-Cola Company is committed to ensuring a positive experience, whether you are applying for a job or are an internal customer of human resource services. As part of that mandate, Coca-Cola HR is using service design thinking to create customer-centric human resources services and achieve service excellence. In this presentation, Stuart Martin, leader of the Coca-Cola GBS HR organisation for Europe, Eurasia and Africa, will share the key elements of service design approach including customer journey mapping, fostering a service design mindset and the fusion of digital and physical customer experience. He will describe examples of how this method is being used to enhance the recruitment and new hire induction experience. This session will include reasons for undertaking this challenge, results to date and lessons learnt.
To support a business that has grown from the initial merger of Glaxo Wellcome and SmithKline Beecham through further acquisitions and successful organic growth, GSK created the Core Business Services (CBS) organisation. Today, CBS is a multifunctional GBS organisation which has three main objectives: managing total cost to serve the finance, HR, IT, procurement and real estate and facilities functions; reducing organisational complexity; and providing a seamless customer experience. Phil Priest will discuss how CBS, through a global hybrid model, creates opportunity to expand the service offering, enabling GBS organisations to deliver more value to the enterprise.
Linde's new CEO recognised the need for greater customer centricity and business agility. As a result, its leadership team took a fresh look at the entire organisation – all divisions and functions around the world – to improve and optimise the organisational model, RACIs, and KPIs. Werner Boekels will share how Linde's global transformation is impacting human resources and how they are changing and supporting its overall business goals, including labour implications. He will also discuss results to date, lessons learnt, and next steps.
Tetra Pak is the world's leading food processing and packaging solutions company. Its motto, "PROTECTS WHAT'S GOOD™" reflects Tetra Pak's vision to make food safe and available, everywhere. In an increasingly competitive environment it is always important to deliver consistent efficiency and effectiveness improvements in all areas of the business. Bruce Burrows will share how Tetra Pak has developed and implemented a business transformation process to manage performance improvements combining business processes and IT systems as well as organisation development. He will also discuss the transformation journey of the finance organisation, including aspects of installing a single instance of SAP, organisation design, talent management and moving transactional activities to a BPO provider. These changes have freed up finance capacity to act as a true business partner. Bruce will address key successes, lessons learnt and results to date.
The unique aspects of the GBS organisational and operational context present special challenges and opportunities. Effective talent management is a key capability of world-class GBS organisations and a critical determinant of their success overall. This session will share how world-class global business services organisations achieve superior results as well as research findings from The Hackett Group and the Chartered Institute of Management Accountants (CIMA) on the business return on talent management. This session will cover the global picture, key issues and valuable lessons learnt.
Shared services executives face challenges as their operations mature and their gains in cost reduction and efficiency begin to plateau. Implementing truly global business processes can change shared services from processing centres into key players in implementing corporate strategies. Tim Woodhouse will highlight the results realised by other global entities in their pursuit of process excellence and improvement for their global shared services business model. Specifically, he will outline the strategies and tacticse used in Lexmark's shared services centre to change from a manufacturing-centric provider of printer solutions to a provider of software and hardware to manage unstructured information.
Find out what separates top performers from their peers. Anthony Snowball and Thomas Kellaway will reveal The Hackett Group's 2015 SG&A world-class performance metrics. They'll discuss world-class differentiators such as cost and headcount, investment levels, where to perform work and how to automate it, and the right KPIs to monitor SG&A performance. Gain insights into key performance enablers including technology and the cloud, and how to promote world-class performance inside your organisation. The Hackett Performance Exchange™ will be profiled as a way to automate data collection and monitor performance.
When designing your company's target operating model, what outcome do you expect it to deliver and what is the linkage to generating shareholder value? The most commonly realized outcome is efficiency in the form of improved productivity or arbitrage, because this is easiest to measure and manage. However, other aspects that are more difficult to measure, like effectiveness – optimizing cash flows, total cost of ownership, actionable intelligence on operations – or future readiness, may suffer. When asked to choose between efficiency, effectiveness or future readiness, organisations always want them all. But do we really design our models giving equal consideration to all three parameters? To realize these benefits, TOM design must address each of them. Krishnan Raghunathan will present some best practices including case studies on how some leading organisations responded to this challenge.
Pressure is mounting on finance to change the balance of the services that it offers while keeping costs and headcount in check. This business imperative calls for special attention to process design, information architecture, technology platforms and talent strategies. Martin Wolleswinkel will share how world-class finance organisations enable greater business value and support the agile enterprise and how you can leverage their insights to improve your organisation's business performance.
Procurement executives' priorities have shifted from a traditional focus on purchase cost to expanding the scope of spend under influence and supporting supplier-led product innovation. Supplier networks, master data management, and analytics will be key to enabling this change. To succeed, procurement will need to revisit and reinvent how its success is monitored, measured and reported. Christopher Sawchuk will discuss how world-class procurement organisations enable greater business value and support the agile enterprise and how you can leverage their insights to improve your organisation's business performance.
For many, the need to implement sustainable, innovation-based growth strategies requires cultural change in every aspect of operations. Human resources executives have an opportunity to help align talent management strategies with business needs while improving key competencies: leadership development, strategic workforce planning and human capital insights. Nathalie Bression will share how world-class HR organisations enable greater business value and support the agile enterprise and how you can leverage their insights to improve your organisation's business performance.
Sanofi, a large global pharma company, made a bold move in 2010: When going on its finance and procurement shared services journey, the firm omitted the typical step of bundling services in an in-house service centre, but went straight to a 100% outsourcing partnership. Alex Jochinger will discuss highs and lows of this journey, talk about what it takes to make outsourcing work and address the question of whether or not outsourcing can even be a strategic enabler. Alex will also cover Sanofi's extensive finance transformation programme and the role that shared services and outsourcing played in this context.
Cofely are a leading services company specialising in meeting customer needs for facilities management, business process outsourcing and energy services. Amber Ritson will share her experiences with Cofely's procurement maturity in a fast- growing business that has included the integration of acquired companies. Team restructuring, investment into new capabilities including e-procurement and sourcing tools, sustainability programmes and developing supplier relationships are just some of the topics she will cover.
Mobility, analytics, cloud computing and social media are literally reshaping companies everywhere. This transformation is evident not only in service delivery models, but also in people management. Barbara Althoff-Simon will describe how SAP's business strategy affected its human resources strategy. She will discuss the impact on its service delivery model – what is different, what is shared, what is decentralised – as well as how technology enabled its transformation. Barbara will also share important lessons learnt and the results to date.
Michelin is one of the three leading tyre manufacturers in the world, known for its innovation in the industry and manufacturing excellence. Michelin decided to reengineer its business steering capabilities following best practices in 2014. Marc Henry will share the scope and associated approach for the integration of Michelin's Enterprise Performance Management capabilities. The focus will be on driver based planning activities, how these enable the formation of realistic collective performance contracts, how these integrate with the forecasting process, which in turn informs corrective actions. He will zero in on how the changes enable the business to be steered towards its goals from the point of view of key management nodes in the organisation (i.e. the factories, the divisions and the management board).
GE Global Operations is on a journey to be the world's best shared services operation, enabling GE's strategy by delivering for customers, businesses, investors and employees. Shane Fitzsimons will discuss the changes GE has made in its enterprise strategy over the last year and how the continuing evolution of the company's shared services is helping to accelerate that strategy through a multi-functional global business services organisation. He will share how the company's simplification initiative and cultural transformation have led to better outcomes at a lower cost for GE and its customers.