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


3
… of
    Stellar qualifications



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 importance

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 work


6
Power distance looms large




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 approach



8
Planning
    for Battle

9
   Appealing to cultural preferences
       Power of proof of concept
       Political considerations
       Power distance




1
0
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 way




11
The “persuasion equation”




             Dissimilar stakeholders
             Disproportionate power of the middle manager
             Using the C-suite as persuader-in-chief
             Power of proof of concept




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 work



13
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 Asia



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
Global hotspots
                         India
     for European led    US
     implementations




17
 Simplify or complicate...
                          provider biases
     BPO…                Role of the provider—
     is it any easier     resources, methodology
                         Staffing the change




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
                             practicality




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 you




20
Thank you
          for
     participating
           …

21

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

  • 2. 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
  • 3. 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 nights 3
  • 4. … of Stellar qualifications 4
  • 5. 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 importance 5
  • 6. 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 work 6
  • 8. 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 approach 8
  • 9. Planning for Battle 9
  • 10. Appealing to cultural preferences  Power of proof of concept  Political considerations  Power distance 1 0
  • 11. 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 way 11
  • 12. The “persuasion equation”  Dissimilar stakeholders  Disproportionate power of the middle manager  Using the C-suite as persuader-in-chief  Power of proof of concept 12
  • 13. 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 work 13
  • 14. 14
  • 15. 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 Asia 15
  • 16. 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
  • 17. Global hotspots  India for European led  US implementations 17
  • 18.  Simplify or complicate... provider biases BPO…  Role of the provider— is it any easier resources, methodology  Staffing the change 18
  • 19. “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 practicality 19
  • 20. “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 you 20
  • 21. Thank you for participating … 21