Questions
Call: +1 610 274 0686 or
E-mail: Lynn Morrow, Event Coordinator at The Hackett Group.
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Agenda
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Wednesday, April 23 |
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7:00 - 10:00 pm |
"Get Connected" Welcome ReceptionSponsored by Cognos & Kronos |
Thursday, April 24 |
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7:00 - 8:00 am |
Registration and Continental Breakfast |
8:00 - 8:15 am |
WelcomeThe Hackett Group -- Ted Fernandez, Chief Executive Officer |
8:15 - 9:15 am |
Sustaining Growth by Lowering Costs and Improving PerformanceSmurfit-Stone Container Corporation -- Steven J. Klinger, President & COOSince launching its strategic initiatives in 2005, Smurfit-Stone has reduced debt by $1.2 Billion, tripled EBITA margins, restructured the company for long-term growth and is on-track to save $525 Million by the end of 2008. The G&A functions have played critical roles of improving their performance and enabling other functions to achieve their goals. Critical to the overall success has been the creation of a culture grounded by high performers with full accountability for their part of the journey. Additionally, learning where they stood when they started and developing clearly defined objectives helped ensure success. Steve will share the growth-centered drivers, how improvement objectives were set, how they are organizing for change and the role of culture, metrics and talented performers in flawless execution of their initiatives. |
9:15 - 10:15 am |
World-Class Performance - What Separates the Winners and Losers, Today and TomorrowThe Hackett Group -- Wayne Mincey, PresidentWayne Mincey will share key metrics and insights from Hackett's 2008 analysis of world-class performers. This will include highlights of the top effectiveness and efficiency measures plus a look at the capabilities and practices that drive this performance. Looking across the core G&A functions of Finance, It, HR and Procurement, Wayne will review the process, technology and organizational alignment factors directly associated with world-class performance. In addition, he will also examine the transformational approach undertaken by these firms and for the first time ever, share Hackett's perspective on where G&A performance indicators are headed in the future. This view will include an insightful reflection on the likely future performance of three company archetypes that reflect the majority of firms that Hackett observes. Whether yours is a world-class firm striving to optimize effectiveness or a company just beginning the journey to improve cost performance, you will value these perspectives. |
10:15 - 10:45 am |
Networking Break |
10:45 - 11:45 am |
Addressing the Top C-Suite IssuesCanon-Europe -- Jean-Louis Gregoire, Chief of Strategy
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11:45 - 1:15 pm |
LunchSponsored by Oracle Corporation |
1:15 - 2:15 pm |
Exceeding Alcoa's Vision for Global Business ServicesAlcoa, Inc. -- William O'Rourke, Vice President Global Business Services & CIOAlcoa successfully deployed shared services in North America in the nineties. Achieving their objectives, they next took shared services global with their 2010 Vision. Incorporating additional functions, leveraging low cost labor markets and eliminating processes, were aspects of this vision. Supplier consolidation, outsourcing, insourcing, and further expansion of in-scope functions are all being considered. Bill will trace Alcoa's shared services journey from the initial plan to their 2020 Vision. He will cover their business drivers, keys to success, lessons learned and what might be possible after Vision 2020 is achieved. Creating Business Value by Managing Healthcare at CaterpillarCaterpillar, Inc. -- Sid Banwart, Vice President, Human ServicesSeveral years ago, significant year-over-year increases in Caterpillar's healthcare costs prompted Sid Banwart to leverage the resources of the Human Services Division to address this critical issue and directly contribute bottom-line value to the company. Drawing on benchmark metrics and Six Sigma initiatives, a program was designed that included features to lower current and future healthcare costs and provide higher quality healthcare to Caterpillar associates. A rigorous change management program was the key to employee adoption and ultimate success of the program. Caterpillar believes in the linkage between employee health and engagement and is seeing improvements in both since the implemented changes. Sid will share the key elements, approach and lessons learned of this business value improvement initiative, and the strategic value of HR for the Caterpillar enterprise. NCR's Multi-path Journey to an Efficient DestinationNCR Corporation -- Ivan Alvarez, Director of Strategy & ArchitectureLow margins in NCR's self-service business compelled the IT organization to lower costs from 5% to 3% of revenue in four years. A remarkable feat, especially given that NCR's business is technology based and service levels had to be maintained. This multi-path journey required creative and innovative approaches involving demand management, complexity reduction, application rationalization, governance, business alignment and global sourcing. Ivan will share the steps his team took to lower IT costs by 58% in four years, what they learned from the experience and how this initiative has positioned IT to attain its next goal of reaching world-class effectiveness levels. Procurement at Dow - Partnering for Success Internally and ExternallyThe Dow Chemical Company -- Timothy King, Vice President Global PurchasingDow's procurement organization began developing a foundation for world-class performance over ten years ago when they adopted Dow's single instance ERP system, centralized procurement and formalized their spend management program. These initiatives set the stage for significant savings and performance improvement. They implemented strategic partner alliances, reorganized to tightly integrate the G&A functions, adopted a market focus leveraging supply and category managers, and developed an intense reliance on metrics. Tim will share Dow's world-class procurement journey, including the development of the foundation, strategies for change and future directions. |
2:15 - 2:45 pm |
Networking Break |
2:45 - 3:45 pm |
Leveraging a Finance Transformation Strategy to Achieve World-classHewlett-Packard Company -- Michael Bordoni, Vice President Finance StrategyBefore 2001, HP consisted of 83 separate product divisions, each managed by its own vertical business team, including a full Finance staff with nearly complete decision-making autonomy. It is from this environment that HP Finance embarked on the challenge to achieve world class. The first step was to change how HP Finance was organized into 83 different "fiefdoms" where decisions were made. The next step was to focus locally by having each Finance team look for efficiencies and unnecessary work. Now HP Finance, led by a newly created CFO program office, has created an overarching, comprehensive strategy to transform the organization. Michael will share their journey thus far as well as their aggressive plans to reach world class by the end of 2010. Demonstrating a New Dimension in HR Value DeliveryJuniper Networks, Inc. -- Steven Rice, Executive Vice President Human ResourcesJuniper Networks established a set of strategic imperatives to act as a catalyst for continued double-digit growth several years ago. Steven will share how the workforce implications of the strategic imperatives were identified and resulting HR priorities were defined. Most importantly, he will detail how HR worked with business-unit leaders to define the specific objectives, scope, timing and performance metrics associated with each HR priority. Steven will share how business alignment and new analytics capability have helped to achieve many of the HR objectives, including a dramatic increase in employee engagement and decrease in attrition. Driving IT Value Across the EnterpriseThe Dow Chemical Company -- Mack Murrell, Vice President Information SystemsFor more than a decade, Information Technology at Dow has played a key leadership role in delivering dramatic enterprise performance and efficiency improvement. They responded to the call to commoditization in the mid-90s by establishing a centralized IT organization leveraging a single global ERP and standard business processes. Each time a new business has been acquired or joint venture established, IT has adapted to meet the business needs while maintaining the core IT platform. Looking to the future, Dow is evolving into a services-oriented culture, with new customer-focused business models enabled by IT adaptability. Mack will trace the business realities, their impact on Dow as a whole, how IT has responded, the value delivered to the business and where they are going next. The Quest to Achieve World-Class Performance through GlobalizationApplied Materials, Inc. -- Juan Rodriguez, Senior Director of Global Shared Services Operations
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3:45 - 4:00 pm |
Networking Break |
4:00 - 5:00 pm |
The Oracle Transformation: Enabling Globalization and GrowthOracle Corporation -- Jeffrey Henley, Chairman & former CFOOracle streamlined business processes, improved customer relationships, generated dramatically better business information, and saved well over a billion dollars-all by consolidating data and automating processes with its own IT solutions. Now chairman of Oracle, Jeff Henley was the architect of that transformation during his 13-year tenure as executive vice president and CFO of Oracle. His ground-breaking strategy to centralize and standardize Oracle's back-office operations on a single global instance laid the foundation for Oracle's global expansion and successful acquisition strategy, and earned him multiple awards from professional associations worldwide. In his keynote, Mr. Henley will share how the three principles of Oracle's transformation - simplification, standardization, and automation - can help any enterprise improve performance, achieve sustainable compliance, and realize real, bottom-line benefits. |
7:00 - 10:00 pm |
"Whale of an Evening" at Georgia AquariumSponsored by Infosys |
Friday, April 25 |
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7:00 - 8:00 am |
Registration and Continental Breakfast |
8:00 - 9:00 am |
Improving Operational Performance While Reducing Costs via OutsourcingCentrica plc -- Matthew Idle, Head of Credit OperationsCentrica, a FTSE 30 leading energy supplier in the UK with a growing North America presence and worldwide with over 30m customer relationships, operates in highly competitive, deregulated energy markets where consumers switch suppliers constantly. Recently, Centrica's finance organization was challenged to enhance customer service while simultaneously reducing operating costs and significantly improve operational performance. Matt Idle, Head of Credit Operations at Centrica will discuss how they embraced best practices in outsourcing to embark on a transformational journey for F&A and customer account management processes that helped achieve a step change in operational performance and customer service, significant cost savings and a step change in financial control. Building a Partnership between HR and the BusinessAlltel Inc. -- CJ Duvall, Executive Vice President Human ResourcesDesiring to shift their focus from cost cutting to strategic enablement, early this decade Alltel HR undertook an initiative to add business skills and knowledge to the HR bench. They deployed new business partners across the business to help resolve problems resulting from turnover, ineffective sales associates and lack of engagement. Results from these initiatives included a 3-5 point reduction in turnover, elimination of management as an irritant for turnover, and a $5M contribution to EBIDTA. Despite this success, they learned that to be even more successful they needed to learn to tell their story in a manner that the CEO and senior business leaders could understand. C.J. will share their plan to 'Monetize All Things HR'. He will reveal how needs were identified, how he got buy-in from the HR team, the financial benefits to the organization, and how this approach is closely aligned with the objectives of their new private equity owners. Leveraging a Customer Centric IT StrategyRobin Bienfait is not your typical CIO. She refers to herself as RIM's Chief Innovation Officer, and her unique role as CIO includes running not just IT, but BlackBerry operations, customer services, professional services, corporate security, business continuity infrastructure software engineering and development. Responsibility for these areas within RIM, enables Robin to understand needs of the BlackBerry customers from a broad perspective, and better prepares her to not just link the IT strategy to deliver value to the BlackBerry customer, but to also build an organization-wide customer-centric strategy and culture that helps to transform customer capabilities and drive competitive advantage. Robin will discuss the importance of balancing product growth and innovation with IT-enabling capabilities to provide gap closing solutions. She will also share recent business-transforming initiatives and the importance of metrics that measure their performance. Vision 2010 -- Achieving Alignment and Delivering Sustainable Procurement ValueCorning Incorporated -- Thomas Blumer, Vice President Procurement & TransportationResponding to the need to improve alignment between procurement and the business units, Tom Blumer, CPO at Corning, has launched Vision 2010. Using the balanced scorecard as its framework, the four quadrants of customer, finance, process and people include initiatives designed to enable Corning's procurement organization to meet its goals and objectives in 2010 and beyond. Finance goals include initiatives designed to achieve sustainable business value. Meeting the customer goals will enable alignment with corporate strategies. People-focused goals will enhance performance of a global workforce, and process goals will enable organizational intelligence via data-driven decisions. Tom will share the plans and initiatives of each quadrant, early wins and lessons learned. |
9:00 - 9:30 am |
Networking Break |
9:30 - 10:30 am |
Value Creation in Finance Shared ServicesPhilips North America -- James Schweizer, General Manager Shared Business Services - FinanceBeginning with regional shared services organizations in Asia Pac, Philips' finance executives developed a global shared service strategy that leveraged locations in Poland, India and Thailand. Their goal was to benefit from salary arbitrage and then to improve service. Achieving their goals of lower cost and improved performance, Philips' executives realized that they had created a valuable asset and that the immature BPO market presented an opportunity to capitalize on the value. Jim will share their journey of standardizing and centralizing finance shared services, creating value and selling their shared services facilities to Infosys. Additionally, he will cover their staff transition strategy, how they plan to manage the relationship with Infosys and their plans to achieve continuous improvement in cost and performance. |
10:30 - 11:30 am |
Great People, Strong Development and a Performance- Driven Culture Can Make a DifferenceMDS Inc. -- Stephen DeFalco, President & CEODriving improved business results and creating a performance-driven culture was critical to Stephen DeFalco's agenda after taking over in June 2005 as CEO of MDS Inc., a $1.2B global life sciences company. By making Talent Management a 'core business process' of the company, Stephen significantly upgraded talent, introduced a strong pay-for-performance program and drove culture change by strengthening accountability for leadership assessment and succession in order to build high-performance teams across MDS. Please join Stephen to learn how a world-class talent management process can drive big improvements in results. |
11:30 - 12:00 pm |
Closing CommentsThe Hackett Group -- Wayne Mincey, President |
12:00 pm |
"Lunch on the run" boxes and departure to the airport |
12:00 pm |
Evaluation TableDrop in your completed form to be entered in a drawing to win an iPod Touch. |