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Launching and Maneging Shared Services
 

Launching and Maneging Shared Services

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Whether you’re building the business case, designing a governance model, ...

Whether you’re building the business case, designing a governance model,
implementing an ERP system, or agreeing on a series of performance standards with the
business, Launching and Managing Shared Services delivers the exact information you
need to proceed with confidence. What’s more, the extended interactive sessions have
been specifically designed to enable lengthy brainstorming, so you can get much deeper
into your critical issues than is possible during a normal case study.
With executive insights from Microsoft, Chevron, SAIC, Schneider, Cargill and Pitney
Bowes – among many others – you can rest assured that the agenda contains proven
methodologies that are guaranteed to enhance your shared services progress.

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    Launching and Maneging Shared Services Launching and Maneging Shared Services Document Transcript

    • SAVE UP TO $1,247 WHEN YOU REGISTER BY 04/03/2009 proudly presents: Launching and Managing TM SHARED SERVICES The Definitive quot;How Toquot; Conference for Implementing, June 23–25, 2009 Houston, Texas Stabilizing and Optimizing Shared Services Leverage the Wisdom of Senior Shared Services Thought Distinguished Speaker Leaders, including: Faculty includes: Juan Rodriguez, Senior Director, Kathleen Bishop, VP, Financial Senior Director, Global Shared Global Shared Services Shared Services Services, Applied Materials Applied Materials Managing Director, Shared James Waters, Director, Finance John Chelius, Commercial Services, Tesoro Companies Shared Services Services Director Director, Finance Shared Services, Schneider National, Inc. AstraZeneca Schneider National, Inc. Brian Gabbard, Global Director, Paul Fipps, Corporate Vice Director, Shared Services, Financial Shared Services President, Business Services Coors Brewing Cargill The Charmer Sunbelt Group Global Director of Shared Services, TRW “A comprehensive program … should be of great benefit to organizations seeking to plan, launch, or enhance their shared service centers.” Director, Shared Services, SAIC – Gary Silsbe, Director of Operational Excellence, TELUS Global Director, Financial Walk Away with the TOOLS Needed to Plan, Launch & Shared Services, Cargill Stabilize Your Shared Services Operations, including: Global Shared Services Manager, Chevron Strategy Benchmarks Location Selection Criteria Senior Director, Shared Services, Microsoft The Business Case Training & Assessment Tools Director, The Charmer- Sunbelt Group ROI & Cost Benefit The Technology Road-Map Analysis VP Business Services, The Charmer-Sunbelt Group SLAs & Service Understandings Stakeholder Commercial Services Director, Management Tools AstraZeneca The Balanced Scorecard The Governance Plan Media Partners: SSON members save an extra 10%! See page 7 for details REGISTER ONLINE AT WWW.IQPC.COM/US/LAUNCHSHAREDSERVICES OR CALL US AT 1-800-882-8684
    • Launching and Managing Who Will Attend SVPs, VPs, Directors and Managers of: SHARED SERVICES TM • Shared Services • Business Process Outsourcing (BPO) • Finance Dear Colleague, • Process Excellence • Operations As the global economy continues to falter, shared services is emerging as a beacon of light for organizations seeking to • HR Shared Services enhance efficiency, exert better capit al controls, and reduce operational costs. But the • Accounting shared services journey is fraught with difficulties, and companies need to be confident that they have the very best tools in place • Finance Shared Services to plan, launch, and stabilize their shared services centers. • Learning & Development • Payroll and Benefits Launching and Managing Shared Services – taking place in Houston TX from June 23- 25th – is the only conference in the United • Employee Services States specifically to focus on the management and technology tools • Talent Management needed for a successful shared servi ce strategy. Developed in conjunction with an industry-leading advisory board (see • Business Services side panel), the conference is based around exten ded interactive sessions on the key activities needed to optimize a shared services strategy. A Special Thanks to Our Whether you’re building the busin ess case, designing a governance model, Industry-Leading implementing an ERP system, or agre eing on a series of performance stand ards with the business, Launching and Managin g Shared Services delivers the exac Advisory Board: t information you need to proceed with confidence. What’s more, the extended interactiv e sessions have been specifically designed to enab le lengthy brainstorming, so you can Launching and Managing Shared Services has been get much deeper into your critical issues than is poss ible during a normal case study. produced in conjunction with an industry-leading advisory board of shared services experts. Members With executive insights from Microsof t, Chevron, SAIC, Schneider, Carg of the advisory board play an extensive role in the ill and Pitney Bowes – among many others – you can rest assured that the agenda development of the conference agenda, including contains proven methodologies that are guaranteed the selection of speakers and sponsors, and the to enhance your shared services prog ress. identification of core themes and issues. I look forward to meeting you in sunn y Houston this June! We’re delighted to announce the involvement of Kind regards, the following shared service experts: P.S. Maximize your learning End-User Advisory Board experience by attending our interactive Richard Rowan workshops and master classes! See Global Director of Shared Services TRW Toby Donovan page 3 and register today! Director Gary Silsb Launching and Managing Shar Director, Operational Excellence ed Services TELUS Leo Hazlewood Director, Shared Services SAIC Sponsorship and Exhibition Opportunities Solution-Provider Advisory Board Michael Frale Sponsorships and exhibits are excellent opportunities for your company to showcase its products Global Head of Shared Services and services to high-level, targeted decision-makers attending the Launching and Managing Alsbridge Shared Services. SSON and IQPC help companies like yours achieve important sales, marketing and branding objectives by setting aside a limited number of event sponsorships and exhibit Huw Watkins spaces – all of which are tailored to assist your organization in creating a platform to maximize Managing Partner its exposure at the event. PA Consulting Phil King For more information on sponsoring or exhibiting at the Launching and Managing Shared Shared Services Solution Leader Services, please contact Mario Matulich at 212-885-2719 or sponsorship@iqpc.com Atos Origin About the Location About SSON Alive with energy and rich in SSON provides research, training, and networking for over 4,500 shared diversity, Houston is a dynamic services executive members from over 50 countries around the world. mix of imagination, talent and Whether you need resources to write a report, facts to benchmark first-class attractions that performance against or simply want to meet some of your peers at the same stage of makes it a world-class city. development we can support you. Sign up today, pay only $149.99 USD and receive benefits Home to a vibrant economy, beautiful surroundings that will help you to take your implementation to the next level. and a population full of optimism and spirit, it's no wonder that Houston is a popular international Website: www.ssonetwork.com Email: info@ssonetwork.com Phone: +44 (0)20 7368 9300 destination. Website: www.houstontx.gov REGISTER ONLINE AT WWW.IQPC.COM/US/LAUNCHSHAREDSERVICES OR CALL US AT 1-800-882-8684 2
    • Tuesday, Pre-Conference Workshops June 23, 2009 MASTER CLASS The A-Z of Business Case Engineering: Building & Delivering a Truly Effective Business A Case that Satisfies the CFO and Gets your Shared Services Center on the Fast Track to Success 8:00am – 1:00pm (Lunch served) e In this extended 5-hour session, delegates will be guided through the - Upfront investment costs Cas s formation of a successful business case in meticulous detail. Identify every - Short-term cost savings and efficiencies nes usi piece of information you need in order to make an effective case, examine • Longer-term financial benefits, including: B The the most powerful ways of presenting your information, and leverage the - Better control over working capital collective of wisdom gained from hundreds of both successful and non- - Reduced risk of fraud successful business case attempts. Just as importantly: what are the most - Reduced risk of compliance and audit common traps for business cases, and how can you ensure that yours - Opportunity to make local business units more strategic doesn’t fall into one? Delegates are encouraged to bring their own How will you benefit? business case attempts with them to the workshop, to obtain expert • Avoid commonly-made traps consultation on enhancements and possible weaknesses. • Receive personalized feedback on your own business case attempts What will be covered? • Approach your business case with confidence • Why shared services? Understanding the full range of benefits involved • Walk away with insights based on hundreds of real business cases • Establishing a time-line for your shared services implementation process: Creating a road-map to achieve clarity over milestones and deliverables Facilitators Include: • Performing a full cost benefit analysis, incorporating: Paul Fipps, VP Business Services, The Charmer-Sunbelt Group MASTER CLASS “The WORKSHOP Automation – Your Lowest Cost Region: B A C A Continuously Improving Shared Reducing Costs & Enhancing Customer Satisfaction by Services Organization”: Driving Automation Levels through your Shared Leveraging Benchmarks, Services Organization Performance Measures & For mature shared services organizations, extending the scope of automation offers significant opportunities for realizing dramatic economies of scale and enhancing the satisfaction of internal Process Improvement and external customers. In this highly awaited session, Juan Rodriguez, Senior Director of Global Techniques to Ramp Up the Shared Services, will walk you through the automation journey at Applied Materials. Currently Effectiveness of your Shared running at 98% “hands free” – which puts Applied Materials in the highest percentile of mature shared services organizations around the world – Mr Rodriguez will examine the features of a Services Center 1.15pm – 4.15pm Please note: Masterclass B, workshop C and workshop D run concurrently truly automatic shared services organization, including: Now that you’ve set up your shared services center, what • Understanding the full benefits of a strongly automated shared services organization, including: further scope exists for driving efficiencies and enhancing - Reduced transaction processing costs service levels? What are the most promising areas for - Enhanced financial controls additional improvements? In the second of our in-depth 5- - Improved consistency hour Master Classes, delegates will receive extensive Automa - Enhanced customer satisfaction levels tion tutoring on the techniques needed to create a shared • Identifying the key components of the automation puzzle: services organization capable of continuous improvement - ERP (Enterprise Resource Planning Systems) and enhancement. The Master Class is divided into three - ERSS (Electronic Records and Signature Systems) 1.15pm – 6.15pm (Dinner Served) parts. - E-Inventory systems • Part 1 examines the most effective methods for - GUI (Graphical User Interfaces) measuring the performance of your shared services - Automated 3-way matching organization. • Making your suppliers more automated: Understanding how to influence the uptake of • Part 2 examines benchmarks, giving you a comprehensive mutually beneficial systems overview of service standards and metrics across the full range of business functions and industries, so you can Session Leader: Juan Rodriguez, Senior Director, Global Shared Services, Applied compare your own performance with that of your Materials competitors. • Part 3 looks at process improvement techniques, giving WORKSHOP The Positive Revolution in Change D A you access to the best methods for enhancing efficiency and effectiveness within your shared services center. Management: Leveraging “Appreciative Inquiry,” and a What will be covered? Focus on Strengths, to Transform your Shared Services • You can’t manage what you don’t measure: Identifying Organization the most important performance metrics for your shared 4.30pm – 7.30pm (Dinner served) services organization Conventional change management doctrine asserts that an organization is a problem to be solved. • Capturing data painlessly: Implementing systems that By focusing on the problems within an organization, business leaders seek to improve what is make light work of data collection and analysis weak and let the strengths take care of themselves. But a new paradigm is emerging – Appreciate • Communicating performance levels to the organization: Inquiry – which focuses on strengths rather than weaknesses, and has had enjoyed significant Maintaining enthusiasm around improvement levels and successes in transforming the shared services organization at Cargill. In this extended workshop targets session, Brian Gabbard, Global Director of Financial Shared Services at Cargill, will provide detailed How will you benefit? insights on the application of Appreciative Inquiry within your own organization, including: • Save money on benchmarking activities • Understanding the dangers of a “deficit-based” approach to change: • Measure your organization against competitors: Get the - Fragmentation full picture of your shared service center’s - Few new images of possibility Change effectiveness, and make better Manage - Exhaustion & visionless voice & Benchmarks ment investment decisions - Spirals in deficit vocabularies nce Performa • Make better business cases for • Creating an organizational frame of mind based on strengths additional shared service Measures • Examining the Appreciate Inquiry 4-D Cycle: Discovery, Dream, Design, Destiny investments • Creating a “Provocative Proposition” to build an inspiring vision of your company’s future potential Facilitators Include: Debra Cox, Managing Director, Shared Services, Session Leader: Brian Gabbard, Global Director, Financial Shared Services, Cargill Tesoro Companies 3
    • Wednesday, Main Conference Day One June 24, 2009 Registration & Coffee and satisfaction levels from internal customers 7:30 What does a good business case look like? How can you spot a • Chairperson’s Welcome and Opening Remarks weak business case? 8:15 Speaker to be Confirmed PANEL DISCUSSION: Designing the Most Effective 8:30 Service Delivery Model for your Business: 10:15 Morning Networking Break Benchmarking with Key Competitors to Determine the Optimal Mix of Shared Services & Outsourcing 10:45 CASE STUDY: The Evolution of Microsoft’s Since shared services became popular as a business strategy back Approach to Content Management. Building a in the 1970s, there has been a bewildering array of different Shared Service Organization from the Ground-Up models for companies to choose from. Should you opt for in- Transactional functions like HR, payroll & accounting are obvious house or outsourced, or a mixture of both? How should you re- contenders for the shared services model, but other business design processes for the new shared services center? How can functions may also benefit. In this session, Chaitra Vedullapalli will you create a scalable shared services model capable of absorbing guide you through the creation of a shared services organization new functions, and expanding in scope, over time? This specifically set up to deal with Microsoft’s content management. interactive session will equip you with the tools needed to create Since inception (1.5 years ago), the shared services center has the best possible service delivery model for your business, with delivered savings of over $6 million – somewhere in the vicinity of particular emphasis on: $300,000 a month – and has also increased utilization of content • Examining the current economic situation: What are the by over 40%. The tools Chaitra will explore in this session include: implications on the choice between shared services, BPO, and • Achieving buy-in from business unit leaders hybrid service delivery models? • Creating a communications strategy to engage the wider • Determining the scope of business transformation: Which organization functions should be consolidated, which outsourced, and which KPIs & • Establishment of KPIs SLAs should remain unaffected? • Design of Service-Level Agreements • Re-engineering processes for your shared services center: • Automation of content submission processes Adopting lean six sigma principles to maximize efficiency Chaitra Vedullapalli • Building scalability into your service delivery model to enable Senior Director, Shared Services responsiveness to changes in market pressures Microsoft Gary Walker Strate g Benchm y Director, Shared Services 11:30 EXTENDED ROUNDTABLE SESSION: Overcoming arks Coors Brewing the Challenges of Effective Stakeholder Management: Creating a Cross-Functional Juan Rodriguez Sponsorship Pool to Gain the Support of the Senior Director, Global Shared Services Wider Business Applied Materials If shared services are going to live up to their potential within John Chelius your organization, making an effective business case is just the Commercial Services Director start of the process. Just as important is gaining buy-in and AstraZeneca * support from diverse groups of stakeholders, without whom your shared services initiative is almost certainly doomed to failure. In Creating a Water-Tight Business Case: Leveraging 9:30 this extended session, understand how to: a Full Cost-Benefit Analysis to Achieve Complete • Achieve buy-in from business unit leaders Visibility into Both the Direct & Indirect ROI of • Create a communications strategy to engage the wider Your Shared Services Center organization You know that moving to a shared The Bu • Manage the expectations of diverse groups of stakeholders siness services strategy will result in Case during the implementation process significant bottom-line cost-savings • Leverage buy-in within a cross- and dramatic improvements to the delivery of Stake functional sponsorship pool to Manage holder services within your organization. But how can you convince maximize the value to the business men t Tool senior management of this? What information is needed to prove s David Lambert the return on investment, and how should the information be Director presented? If you’re in the planning and/or evaluation stages of The Charmer-Sunbelt Group the shared services journey, attending this session will ensure you have all the tools at your fingertips to create a water-tight Paul Fipps business case that does true justice to the value of your project. VP Business Services Specific focus areas will include: The Charmer-Sunbelt Group • Demonstrating the ROI of your shared services initiative • Understanding longer term benefits, including reduced risk of 12:30 Networking Lunch fraud and enhanced capital controls • Monetizing softer benefits like increased service consistency * Awaiting final confirmation REGISTER ONLINE AT WWW.IQPC.COM/US/LAUNCHSHAREDSERVICES OR CALL US AT 1-800-882-8684 4
    • Creating a Shared Services Organization Capable language & time differences 1:30 of Continuous Improvement. Utilizing Crossing overseas regulatory hurdles: Demonstrating • Performance Measures to Create a Virtuous Circle compliance with the business regulations of popular offshore of Service Enhancement destinations such as China, India, Mexico & South America Dealing with domestic regulation: What will be the effect of an • If you’re a mature shared service organization, what further scope Obama administration on the ability of US organizations to exists for driving efficiencies and improving service? How can you seek out workforce efficiencies overseas? hard-wire a culture of continuous improvement into your Locati organizational DNA? Focus areas in this critical session include: on Cri Richard Rowan teri a • Examining the most promising areas for improvement within Global Director of Shared Services your shared services organization TRW • Generating enthusiasm throughout the business around Steve Primrose improvement levels and targets Perfor Global Shared Service Manager • Leveraging performance measures and ma Measur nce Chevron industry benchmarks to re-engineer es your most critical business processes Afternoon Networking Break & Refreshments 3:30 • Realigning the culture of your shared services facility with requirements of continuous improvement EXTENDED ROUNDTABLE SESSION: Designing 4:00 Gregg Silver Truly Effective Assessment and Knowledge Manager of Policies, Procedures, and Continuous Transfer Processes to Ensure the Best Possible Improvement, Oakley, Inc Talent Pool for your Shared Services Center You have the building, the processes, the systems, and the PANEL DISCUSSION: Positioning Your Shared Services 2:45 support of the business. Now, how can you ensure that your Center for Long-Term Success: Benchmarking with shared services center is staffed with the right kind of talent? Key Competitors to Determine the Best Possible Indeed, how can you determine which qualities are needed for Location for your Shared Services Center success, and how should you measure those qualities in the Deciding where to locate your shared services center may seem assessment process? In this session, discover how to: like one of the easier choices you have to make, but in reality it’s • Build an effective assessment tool that matches candidates’ one of the hardest. If you opt to go abroad, there are significant skills and aptitudes with the requirements of your business obstacles to be overcome relating to cultural and linguistic • Create an effective knowledge transfer strategy that quickly gets differences, which need to be balanced against the cost savings candidates up to speed on the relevant processes of your business that can be achieved by moving to an off-shore location. If, • Incorporate state and federal employment regulations into your instead, you opt for a domestic location, you’re still left with a shared services implementation strategy, very complicated decision that needs to be made on the basis of to avoid complications relating to Assess local employment resources, infrastructure, existing company ment T workforce substitutions ools footprint, and cost. Our panelists in this session will discuss: Debra Cox • Determining the most cost-effective off-shoring locations in a Managing Director, Shared Services world of volatile exchange rates and economic uncertainty Tesoro Companies • Solving the cultural issues of moving your shared services center to an offshore location End of Main Conference Day One 5:15 • Creating a communications strategy to deal with international Thursday, Main Conference Day Two June 25, 2009 Registration & Coffee Bishop, who has extensive experience in the formulation of 7:30 effective governance models, will teach you how to: Chairperson’s Recap of Main Conference Day One • Involve business unit leaders with the design of the governance 8:00 model, to create a shared services The Go EXTENDED ROUNDTABLE SESSION: Driving organization that satisfies the wider 8:45 vernan ce Consistency in Policies and Processes through the business Model Creation of an Effective Shared Service • Align processes and systems with roles, Governance Strategy responsibilities & reporting lines • Design an effective customer complaint process A well-defined governance strategy is at the heart of every well- • Build flexibility into your governance model: Creating a shared run shared services organization. An effective governance strategy services organization capable of continuously improving itself should map out roles, responsibilities, reporting lines, processes over time and service expectations. It should be firm enough to ensure consistency in processes and customer service levels, yet flexible Kathleen Bishop enough to enable common-sense improvements and encourage Former VP, Financial Shared Services initiative and pro-activity on the part of operatives. Kathleen Pitney Bowes 5
    • 10:15 PANEL DISCUSSION: Getting to the Bottom of implications of effectively leveraged labor arbitrage. But it’s also a Shared Service Value: Identifying the Most decision that can involve significant difficulties, with language, Effective Mechanism for Managing the cultural, and regulatory complications coming into play. In this Expectations of the Business session, Steve Primrose, Global Shared Service Manager for Chevron, will examine the most effective tools for managing the Now that your shared services center is live, what should the transition to an off-shore shared services environment, including: business expect from it? What sort of turn-around times are • Establishing multinational communication networks realistic? Managing expectations from the outset is one of the • Implementing cross-border ERP technology most important ways to ensure the long term success of your • Creating international business liaison officer project, but in recent years there has been significant debate Global roles, to simplify the transition process about whether a concrete SLA is the solution, or a more flexible Delive ry • Overcoming the regulatory hurdles of conception of service performance standards. In this panel establishing a shared services center overseas discussion, our distinguished participants will ask: • Building awareness of cultural tensions into processes and • What is the most effective way of establishing performance policies expectations with your customers? • What are the most important things to measure? Should Steve Primrose anything be excluded from measurement? Global Shared Service Manager • Are your interests better served by a rigid Service Level Agreement, Chevron or a more loosely defined set of performance standards? • How should you communicate performance standards to the ROUNDTABLE SESSION: Measuring & Driving the 2:45 wider business? Ongoing Performance of your Shared Services Center: Leveraging a Balanced Scorecard to Gain SLAs & Leo Hazlewood Unders Service At-A-Glance Visibility into the True Effectiveness Director, Shared Services tandin of your Organization gs SAIC As your shared services organization moves beyond the launching Brian Gabbard and implementation phases, it’s important that you maintain Global Director, Financial Shared Services visibility into performance levels in order to drive continuous Cargill improvement. The balanced scorecard technique, first popularized by Kaplan and Norton during the 1990s, is a highly effective 11:00 Morning Networking Break management tool which can be leveraged within a shared services environment to measure performance against a series of 11:30 EXTENDED ROUNDTABLE SESSION: Driving financial and non-financial indicators, enabling a detailed Automation and Efficiency throughout your overview of total performance and overall organizational Shared Services Organization through the “health.” Find out what a best practice scorecard looks like, Creation of a Technology Road-Map which metrics “say the most” about the status of your shared ERP In a recent survey of shared services professionals, services center, and understand how to use the results from your technology was identified as having a potentially scorecard to drive continuous improvement on a daily, weekly, profound impact on the quality, efficiency, and cost-effectiveness monthly, and yearly basis. of shared services processes. Interestingly, though, the impact • Determining what to measure: Liaising with business unit leaders wasn’t necessarily positive: many of our respondents drew to align customer expectations with key performance measures attention to the significant risks involved in implementing an ERP • Enabling at-a-glance visibility into critical performance levels system without sufficient foresight or consultation with the throughout the organization business. In this extended technology session, discover how to: • Creating a customizable interface, so that Balanc • Identify the principles needed to design a workable technology agents, managers, business unit heads and e Scorec d strategy and drive it through your organization executive leaders can gain immediate access to ard • Map out the software ecosystem for your shared services the statistics that matter to them center, determine which systems are needed, and at which • Linking the balanced scorecard back to medium and stage of the implementation process long-term organizational goals, creating a virtuous circle of • Identify the factors needed to make the decision between performance enhancement competing ERP systems Participants to Include: • Demonstrate return on investment during the planning the stages: What is an acceptable pay-back period? David Lambert Director Participants to Include: The Charmer-Sunbelt Group James Waters Director, Finance Shared Services Afternoon Networking Break 3:30 Schneider International ROUNDTABLE SESSION: Moving Your Shared 4:00 Networking Lunch 1:00 Services Center Up the Value Chain: Considerations Regarding an Expansion in the CASE STUDY: The Chevron Shared Services 2:00 Scope of Shared Services Experience: Enhancing Efficiency & Service As your shared services center matures, the economies of scale Consistency by Embracing a Global Delivery Model achieved are bound to result in calls for additional functions to be The decision to move your shared services organization off-shore incorporated into the shared services model. The question is: is attractive for a number of reasons, particularly with the cost which functions are suitable for this kind of consolidation? And REGISTER ONLINE AT WWW.IQPC.COM/US/LAUNCHSHAREDSERVICES OR CALL US AT 1-800-882-8684 6
    • how can you engineer the transition process to minimize the minimizing disruption and uncertainty within the wider disruption to the business? Attending this session will organization enable you to: Manage the cultural shift in your shared service organization • • Liaise effectively with business unit leaders to determine the from transactional to more strategic functions kinds of services that may benefit from the shared service Set your shared service center up for continued process excellence • model Participants to Include: • Examine the pros and cons of incorporating Benchm arks core business processes – such as sales, Chaitra Vedullapalli marketing, engineering, product design – Senior Director, Shared Services into the shared service structure Microsoft • Analyze the challenges involved in designing performance Chairperson’s Closing Remarks and Close of measures for more strategic business processes 5:00 Conference • Transition business functions from local to central, while Shared Services News Shared Services News is the Multifunctional Scope • number one subscription Change management SSON members • publication for Shared Services and outsourcing executives. Containing best Customer satisfaction save an extra 10%! • practice case study approaches to strategic issues, every issue is a mine of Globalization • innovative ideas and experience that can help you to do your job better. It’s Governance and compliance • also the place to get the long view on trends in the marketplace. Our regular features include: If you’re looking for independent advice straight from your peers plus the • Culture and Communications bigger picture on the shared services and outsourcing space Shared Services • Driving Business Value News delivers all of this and more. Join thousands of your peers and • Talent – getting it and keeping it subscribe to be a premium member today to receive 10 issues a year. • Captive vs Outsourcing mix Website: www.ssonetwork.com Registration Information Qualified Shared Services, Outsourcing, BPM and Procurement Professionals Register by Register by Register by Register by Register by Standard 3/20/2009 4/3/2009 4/17/2009 5/1/2009 5/29/2009 Pricing Conference Only $1,099 (save $500) $1,199 (save $400) $1,299 (save $300) $1,399 (save $200) $1,499 (save $100) $1,599 All Access Pricing $1,999 (save $1,497) $2,199 (save $1,297) $2,399 (save $1,097) Workshops $549 each $549 each $549 each $549 each $549 each $549 each Master Classes $799 each $799 each $799 each $799 each $799 each $799 each Solution Providers, Consultancies and Software Providers Register by Register by Standard 5/1/2009 5/29/2009 Pricing Conference Only $1,999 (save $600) $2,299 (save $300) $2,599 All Access Pricing $2,799 (save $1,697) $2,999 (save $1,497) $3,199 (save $1,297) Workshops $549 each $549 each $549 each Master Classes $799 each $799 each $799 each Please note that multiple discounts cannot be combined. Details for making payment via EFT or wire transfer: JPMorgan Chase Team Discounts For information on team discounts, please contact IQPC Customer Service at Penton Learning Systems LLC dba IQPC: 957-097239 1-800-882-8684. Only one discount may be applied per registrant. ABA/Routing #: 021000021 Reference: Please include the name of the attendee(s) and the event number: 17287.001 Special Discounts Available: A limited number of discounts are available for the non-profit sector, government organizations and academia. For more information, please contact customer service at Payment Policy: Payment is due in full at the time of registration and includes lunches, refreshment 1-800-882-8684. and detailed conference materials. Your registration will not be confirmed until payment is received and may be subject to cancellation. Discounts valid for qualified executives involved with remote device monitoring and service only. Discounts are taken off the full conference price only and do not apply to workshop only For IQPC’s Cancellation, Postponement and Substitution Policy, please visit registrations. No two discounts can be combined. IQPC reserves the right to qualify your www.iqpc.com/cancellation registration before applying your discount. Venue: Other includes: Solution Providers, Consultants, or any third party vendors that partner with or provide Please see the website for the most up-to-date information on the event venue. services to organizations. IQPC maintains the right to enforce pricing based on company type. WWW.IQPC.COM/US/LAUNCHSHAREDSERVICES A $99 processing charge will be assessed to all registrations not accompanied by credit card Special Dietary Needs: If you have a dietary restriction, please contact Customer Service at 1-800-882- payment at the time of registration. 8684 to discuss your specific needs. MAKE CHECKS PAYABLE IN U.S. DOLLARS TO: IQPC * CT residents or people employed in the state ©2009 IQPC. All Rights Reserved. The format, design, content and arrangement of this brochure of CT must add 6% sales tax. constitute a trademark of IQPC. Unauthorized reproduction will be actionable under the Lanham Act and common law principles. 7