Managing a Global Business Process Expert Team (BPx)

Managing a Global Business Process Expert Team (BPx) Shawn Grubb, Procter & Gamble

Three billion times a day, P&G brands touch the lives of people around the world…
~$77 billion in net sales (2007)
138,000 Employees / 80 countries world wide

A segment of the Healthcare Global Business Unit
~2 billion in net sales (2007)
Three major brands: Actonel, Asacol, Enablex

Today's Top 3 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

Best Practice 1: Laying the groundwork
Define your “What” and “How”
What does your team concentrate on?
How do you do this?
Applied at P&G Pharmaceuticals:
The “What” in order of priority
Base Capability
Business Ability (Transformation)
Innovation
The “How”
Common and GLOBAL Processes
Business Metrics across sites
Expectation of Mastery
Why does this apply to a Global BPX team?

HoN Innovation Business Ability Base Capability Process Metrics Mastery

Best Practice 2: Expertise Vs Mastery
Expertise
Deep insight and work process understanding
Examples: Demand planning, Site Integrated planning, Production, Quality, Inventory management, Sales and Distribution, Accounts Receivable, etc etc etc.. )
Mastery
Demonstrated Expertise PLUS
Working knowledge of previous and successive rows of ownership
Overlapping Expertise with work process “touch points”
Can execute work processes into and out of areas of ownership

Best Practice 2: Expertise Vs Mastery
Why Mastery over Expertise in a G-BPX team?
Common business processes
Common focus on business & success measures
Improves customer service
Speeds issue resolution, develops better solutions
Eliminates “silos” of knowledge
Watch outs
Mastery still requires clear ownership
Protect your best masters from overload

BP 2: Expertise and Mastery Defined
List 1 or more best practices that can be obtained specific to your topic area.
Y Z x x x x Expertise Inventory Mgmt. Sales / distribution Production Execution Mastery Mastery

Practical Tips and Tricks #1
Finding the right Business Process talent
Must be comfortable in chosen language
Consider operational people first
What about IT?
Manage work in undefined spaces
Someone who knows it, vs someone who can learn

Sphere of trust: international teams are scary places
English for non-native speakers
Cultural exchanges can be confusing / frustrating
Creating a sense of trust:
English for native English speakers
Watch for cultural misunderstandings
Clarify & agree on norms to avoid cultural faux-pas
Develop “comfort zone” trainings
Treat mistakes as “key learnings” and move on
100% support for good and BAD!

Consistent consistent consistent norms
Identify the norms and stick with them
Set common schedules and stick with them
Meetings requiring Travel:
Outline annual meetings from day 1
Avoid common holiday periods
Meetings via phone
Avoid non core work times
Plan for multi-taksing

Practical Tips and Tricks #3+ (Bonus!)
Diversity polices
Review as a group
Build awareness of what “diversity” means
Good news Friday Rule
After 3:30pm on Friday, keep it to Monday

Summary of Today's Top 3 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

Thank you for participating.
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Managing a Global Business Process Expert Team (BPx)

by Shawn Grubb on Dec 30, 2009

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Managing a Global Business Process Expert Team (BPx) — Presentation Transcript