Managing a Global Business Process Expert Team (BPx)

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learning points:
Groundwork – Defining your Scope and structure
Define the “What” and the “How”
Service Delivery: Key concepts for Quality
Expertise vs Mastery
Practical Tips and Tricks for managing G-BPx
The do’s and don'ts

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  • Review the big brands: Crest tooth paste Tide laundry detergent Pringles chips Duracell Batteries Pampers
  • ACTONEL is a prescription medication that prevents and treats postmenopausal osteoporosis. ACTONEL helps protect bones from fracture by helping to block cells that can make bones fragile ASACOL: Used to treat ulcerative colitis and Crohn's disease (a type of bowel disease) ENABLEX: treats the symptoms of Overactive Bladder by reducing leaks and wetting accidents, strong, sudden urges, and frequent trips to the bathroom.
  • Why does this apply Specifically to a Global BPX team? Ensure Focus on the right priorities Reduces discussion when something “new and hot” comes but base capability is missing Reapplies concepts (mastery, metrics processes) across all sites, (reduce silos and strategic planning needs) Flow resource from one region to another Ex: Project was in Spain, project manger was in Canada, resources were in US, Germany, France and Puerto Rico
  • Expertise: I know the boundaries of my responsibilities, I take personal ownership for elements inside my area of responsibility Example: Issue resolution, process improvement, project execution Mastery: I am a recognized expert, I take ownership to help get support for elements outside my area of responsibility Where required, I provide support for elements just outside my area of responsibility (working with the area owner)
  • Why Mastery over Expertise: Ex: as an end user its frustrating to hear “oh that belongs to Purchasing, you have to go talk to them” Ex: Site in France needing immediate support for a WM, but resource is in NA Ex: process question: the “master” points to the standard work process and answers questions Ex: Issue: “master” helps, but follows up with the area owner Watchout: Ex: “on site” risk: “masters” tend to get all questions, push to the right support path if time permits, if not, jump in and help solve Ex: “stronger” team member need to resist the urge to jump in and look for building each other up Resolution: properly train the KUs
  • Curve represents mastery Bars represent expertise Question: How would a master answer question “Y” Question: How would a master answer question “Z”
  • Must be comfortable in chosen language The best business process expert is less effective if the language is a barrier Ex: KU in WE that knew more than most, but could not communicate Consider operational people first Know the business inside and out What about IT? Ex: telling a plant manager he needed to change his picking processes, needing a plant guy to tell him Manage work in undefined spaces Someone who knows it, vs someone who can learn
  • Sphere of trust: Phone meetings are difficult for non native speakers (tend to multi task) Cultural exchanges “to the point” vs “expounding on the the meaning of life” Production site resource, may be first introductions to the global environment Creating a sense of trust: English for native speakers (slang, reference to TV shows) Ex: “Can you hear me now?” phone requisition Watch for cultural mis-understandings Ex: Moroccan project “Laaa” vs English “No” Clarify & agree on norms to avoid cultural faux-pas Ex: Italian project managed from Germany: “can you give me a summary?” Develop comfort zone trainings Ex: guy from the warehouse in Canada to leading projects in W. Europe Treat mistakes as “key learnings” and move on Some cultures are more prone to identifying the person who made the mistake If you don’t, people stop taking risks Treat as a Key Learning, and move on Take a step back for good work, stand right next to them for bad Need to feel supported especially if you are sitting somewhere else Be the one they trust. Example: You lead the good meetings, (if you want) I can lead the bad
  • Consistent consistent consistent norms: Virtual teams require more rigor, keep your meetings consistent Ex: avoid canceling the meetings… if you do you get the “are we really having a meeting?” Ex: Start starting “exactly on time”, anyone :01 late receives a good natured “your late” International Travel: Use sensitivity when scheduling annual semi annual meetings Ex: Germany during the world cup, Morocco during Ramadan, anywhere in Europe in August. Ex: Don’t assume everyone has a passport Ex: remind first time people to receive Ex: set the date well in advance and don’t change (Example is the meeting really going to happen in October?) Meetings via phone Expect Multi-tasking & plan accordingly
  • Diversity: "Diversity” is different in countries Example: North America is Race and gender orientated Example: EMEA Nationally focused, religiously Example: N. Africa primarily gender focused Example: Asia?? Good news Friday: Ex: No culture likes “End of week” (Friday) afternoon issues Ex: The dreaded 4pm customer service issue BUT, you have to support the business, if it cannot wait, work it.
  • Managing a Global Business Process Expert Team (BPx)

    1. 1. Managing a Global Business Process Expert Team (BPx) Shawn Grubb, Procter & Gamble
    2. 2. <ul><li>Three billion times a day, P&G brands touch the lives of people around the world… </li></ul><ul><ul><li>~$77 billion in net sales (2007) </li></ul></ul><ul><ul><li>138,000 Employees / 80 countries world wide </li></ul></ul>
    3. 3. <ul><li>A segment of the Healthcare Global Business Unit </li></ul><ul><ul><li>~2 billion in net sales (2007) </li></ul></ul><ul><ul><li>Three major brands: Actonel, Asacol, Enablex </li></ul></ul>
    4. 4. Today's Top 3 Learning Points: <ul><li>Groundwork – Defining your Scope and structure </li></ul><ul><ul><li>Define the “What” and the “How” </li></ul></ul><ul><li>Service Delivery: Key concepts for Quality </li></ul><ul><ul><li>Expertise vs Mastery </li></ul></ul><ul><li>Practical Tips and Tricks for managing G-BPx </li></ul><ul><ul><li>The do’s and don'ts </li></ul></ul>
    5. 5. Best Practice 1: Laying the groundwork <ul><li>Define your “What” and “How” </li></ul><ul><ul><li>What does your team concentrate on? </li></ul></ul><ul><ul><li>How do you do this? </li></ul></ul><ul><li>Applied at P&G Pharmaceuticals: </li></ul><ul><ul><li>The “What” in order of priority </li></ul></ul><ul><ul><ul><li>Base Capability </li></ul></ul></ul><ul><ul><ul><li>Business Ability (Transformation) </li></ul></ul></ul><ul><ul><ul><li>Innovation </li></ul></ul></ul><ul><ul><li>The “How” </li></ul></ul><ul><ul><ul><li>Common and GLOBAL Processes </li></ul></ul></ul><ul><ul><ul><li>Business Metrics across sites </li></ul></ul></ul><ul><ul><ul><li>Expectation of Mastery </li></ul></ul></ul><ul><li>Why does this apply to a Global BPX team? </li></ul>
    6. 6. HoN Innovation Business Ability Base Capability Process Metrics Mastery
    7. 7. Best Practice 2: Expertise Vs Mastery <ul><li>Expertise </li></ul><ul><ul><li>Deep insight and work process understanding </li></ul></ul><ul><ul><li>Examples: Demand planning, Site Integrated planning, Production, Quality, Inventory management, Sales and Distribution, Accounts Receivable, etc etc etc.. ) </li></ul></ul><ul><li>Mastery </li></ul><ul><ul><li>Demonstrated Expertise PLUS </li></ul></ul><ul><ul><li>Working knowledge of previous and successive rows of ownership </li></ul></ul><ul><ul><li>Overlapping Expertise with work process “touch points” </li></ul></ul><ul><ul><li>Can execute work processes into and out of areas of ownership </li></ul></ul>
    8. 8. Best Practice 2: Expertise Vs Mastery <ul><li>Why Mastery over Expertise in a G-BPX team? </li></ul><ul><ul><li>Common business processes </li></ul></ul><ul><ul><li>Common focus on business & success measures </li></ul></ul><ul><ul><li>Improves customer service </li></ul></ul><ul><ul><li>Speeds issue resolution, develops better solutions </li></ul></ul><ul><ul><li>Eliminates “silos” of knowledge </li></ul></ul><ul><li>Watch outs </li></ul><ul><ul><li>Mastery still requires clear ownership </li></ul></ul><ul><ul><li>Protect your best masters from overload </li></ul></ul>
    9. 9. BP 2: Expertise and Mastery Defined <ul><li>List 1 or more best practices that can be obtained specific to your topic area. </li></ul>Y Z x x x x Expertise Inventory Mgmt. Sales / distribution Production Execution Mastery Mastery
    10. 10. Practical Tips and Tricks #1 <ul><li>Finding the right Business Process talent </li></ul><ul><ul><li>Must be comfortable in chosen language </li></ul></ul><ul><ul><li>Consider operational people first </li></ul></ul><ul><ul><li>What about IT? </li></ul></ul><ul><ul><li>Manage work in undefined spaces </li></ul></ul><ul><ul><li>Someone who knows it, vs someone who can learn </li></ul></ul>
    11. 11. Practical Tips and Tricks #2 <ul><li>Sphere of trust: international teams are scary places </li></ul><ul><ul><li>English for non-native speakers </li></ul></ul><ul><ul><li>Cultural exchanges can be confusing / frustrating </li></ul></ul><ul><li>Creating a sense of trust: </li></ul><ul><ul><li>English for native English speakers </li></ul></ul><ul><ul><li>Watch for cultural misunderstandings </li></ul></ul><ul><ul><li>Clarify & agree on norms to avoid cultural faux-pas </li></ul></ul><ul><ul><li>Develop “comfort zone” trainings </li></ul></ul><ul><ul><li>Treat mistakes as “key learnings” and move on </li></ul></ul><ul><ul><li>100% support for good and BAD! </li></ul></ul>
    12. 12. Practical Tips and Tricks #3 <ul><li>Consistent consistent consistent norms </li></ul><ul><ul><li>Identify the norms and stick with them </li></ul></ul><ul><ul><li>Set common schedules and stick with them </li></ul></ul><ul><li>Meetings requiring Travel: </li></ul><ul><ul><li>Outline annual meetings from day 1 </li></ul></ul><ul><ul><li>Avoid common holiday periods </li></ul></ul><ul><li>Meetings via phone </li></ul><ul><ul><li>Avoid non core work times </li></ul></ul><ul><ul><li>Plan for multi-taksing </li></ul></ul>
    13. 13. Practical Tips and Tricks #3+ (Bonus!) <ul><li>Diversity polices </li></ul><ul><ul><li>Review as a group </li></ul></ul><ul><ul><li>Build awareness of what “diversity” means </li></ul></ul><ul><li>Good news Friday Rule </li></ul><ul><ul><li>After 3:30pm on Friday, keep it to Monday </li></ul></ul>
    14. 14. Summary of Today's Top 3 Learning Points: <ul><li>Groundwork – Defining your Scope and structure </li></ul><ul><ul><li>Define the “What” and the “How” </li></ul></ul><ul><li>Service Delivery: Key concepts for Quality </li></ul><ul><ul><li>Expertise vs Mastery </li></ul></ul><ul><li>Practical Tips and Tricks for managing G-BPx </li></ul><ul><ul><li>The do’s and don'ts </li></ul></ul>
    15. 15. Q & A
    16. 16. <ul><li>Thank you for participating. </li></ul>[ ] SESSION CODE: 24193 Please remember to complete and return your evaluation form following this session. For ongoing education on this area of focus, visit the Year-Round Community page at www.asug.com/yrc

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