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Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?
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Creating a Perfect Storm--How Do You Manage Change in a Global Implementation?

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Discussion guideline for Deloittes Cannes Shared Services conference--75 minute workshop

Discussion guideline for Deloittes Cannes Shared Services conference--75 minute workshop

Published in: Business, Technology
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  • 1. What is global implementation of shared services and outsourcing  An intercultural encounter of the most stressful kind?  A walk in the park?  A rerun of War of the Worlds?  An exercise in doing it my way or the highway?  A UN peace-keeping mission?  A recipe for a short career?2
  • 2. Over 500 transitions 51 countries too many processes to count impossible to tally all the go lives almost 12,000 FTE 33 years’ experience 32 languages untold business units 1200 focus groups 22 sponsors multi-millions of transactions per annum unimaginable USD saved innumerable phases not enough $$$ spent on change management almost 2 million airmiles too many sleepless nights3
  • 3. … of Stellar qualifications4
  • 4. Why managing change is so critical for global implementation Understanding how global stakeholders think and react is a precondition for success.* With thanks to Geert Hofstede  Singular corporate cultures don’t exist  Few companies are truly global  Technology has not made us one culture  The way we work is not culture-free  Differing reactions to authority  Differing ways of dealing with conflict  Differing conceptions of our importance5
  • 5. Cultural differences mean navigating  Hierarchies  Reliance on rules  Central versus decentralized decision making  Power of the individual  Being consulted versus being told what to do  Role and power of the boss  Tenor of relations with employees  Status of the type of work6
  • 6. Power distance looms large7
  • 7. Understand first Getting to the core of global principles implementation change  Change generally happens with compulsion  WIIFM varies country to country  The center is rarely trusted  Difficult to escape national stereotypes and biases  Communication challenges are multi-fold  Guessing is not an approach8
  • 8. Planning for Battle9
  • 9.  Appealing to cultural preferences  Power of proof of concept  Political considerations  Power distance10
  • 10. It’s all Greek to me… cultural nuances and language  English as the change language of choice?  Finding the right country-based change agents  Importance of using local terminology  Instilling trust when language is in the way11
  • 11. The “persuasion equation”  Dissimilar stakeholders  Disproportionate power of the middle manager  Using the C-suite as persuader-in-chief  Power of proof of concept12
  • 12. Cultural differences mean navigating  Hierarchies  Reliance on rules  Central versus decentralized decision making  Power of the individual  Being consulted versus being told what to do  Role and power of the boss  Tenor of relations with employees  Status of the type of work13
  • 13. 14
  • 14. Message received  Battling cultural differences in sending versus receiving countries  Combating historical intra-Europe prejudices  Understanding intra-country change challenges (India)  Managing cultural challenges in Asia15
  • 15. Change in the rest of the world  “No worries, mate” from ANZ  The Latin American tango  The Southeast Asia Triangle — Hong Kong, Singapore, Malaysia  South Africa  And then there’s China....16
  • 16. Global hotspots  India for European led  US implementations17
  • 17.  Simplify or complicate... provider biases BPO…  Role of the provider— is it any easier resources, methodology  Staffing the change18
  • 18. “I wish I knew this when I started this war” Panelists’ Top Tips  Culture is everything...being attuned is being prepared  Intuition is not enough...don’t guess your battle plan/plan for battle  Forget my way or the highway...you must adapt your execution to cultural biases  Show me the money/results are all that matter...in the end, no one will remember the pain of the process  Tradeoffs are key…speed for compliance, purity for practicality19
  • 19. “I wish I knew this when I started this war” Panelists’ Top Tips  The secret sauce is repetition and intensity…say it again and again and again  Value is created not delivered…break through culture to demonstrate value  Change management is the be all and end all….or your global implementation will come up short  Domino effect is powerful…sequence is key  The buck stops here…the first person to embrace change must be you20
  • 20. Thank you for participating …21

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