Leading the transition of your shared services activities to an outsourcer can be an exciting yet daunting project, but also a sad time as many of your SSC staff will be made redundant.
In this session, Michelle Adams will prepare you well for this journey by sharing how to:
• Attain business as usual in just a few months
• Handle the motivation of outgoing staff to transfer knowledge to your outsourcing partner
• Set up the right governance structures to ensure your business units’ needs are addressed and SLAs are being delivered
Swaziland Agricultural Development Programme : Recent arrangements, Achieveme...FAO
Presentation made by Nehru B. Essomba, Chief Technical Advisor (CTA) of the SADP project. It addresses current information on Swaziland, the project context of changes, recent project arrangements on the implementation process, main deliveries to date, and future challenges and way forward.
The SADP is a 5-years programme, established in 2009, with funding from the European Union (EU) and FAO. It is implemented by the Government of Swaziland and FAO with a focus on improving smallholder crop and livestock production, research and extension service delivery and smallholder market-oriented agro-business development, the SADP fosters sustainable food security for rural households and contributes to increased equitable economic growth and development.
An introduction to Areva T&D FSSC lean service - sharedserviceslink.comsharedserviceslink.com
This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com.
To find out more about forthcoming conferences check http://www.sharedserviceslink.com
Existing PMO processes need to evolve in the changing Agile world and the SAFe framework for Agile practices provides a means to fine-tune these practices at an enterprise scale. In this session, hear how Wells Fargo is utilizing CA PPM with SAFe for their Agile processes and gain insights into scaling Agile across organizations while achieving the consistent methodology and project governance required of the PMO.
For more information, please visit http://cainc.to/Nv2VOe
Swaziland Agricultural Development Programme : Recent arrangements, Achieveme...FAO
Presentation made by Nehru B. Essomba, Chief Technical Advisor (CTA) of the SADP project. It addresses current information on Swaziland, the project context of changes, recent project arrangements on the implementation process, main deliveries to date, and future challenges and way forward.
The SADP is a 5-years programme, established in 2009, with funding from the European Union (EU) and FAO. It is implemented by the Government of Swaziland and FAO with a focus on improving smallholder crop and livestock production, research and extension service delivery and smallholder market-oriented agro-business development, the SADP fosters sustainable food security for rural households and contributes to increased equitable economic growth and development.
An introduction to Areva T&D FSSC lean service - sharedserviceslink.comsharedserviceslink.com
This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com.
To find out more about forthcoming conferences check http://www.sharedserviceslink.com
Existing PMO processes need to evolve in the changing Agile world and the SAFe framework for Agile practices provides a means to fine-tune these practices at an enterprise scale. In this session, hear how Wells Fargo is utilizing CA PPM with SAFe for their Agile processes and gain insights into scaling Agile across organizations while achieving the consistent methodology and project governance required of the PMO.
For more information, please visit http://cainc.to/Nv2VOe
•A highly accomplished professional with over 2 decades of unique and extensive experience in Business Process Management, Process Re-engineering, Consulting, Transformation and Transitioning processes across the 5 Continents
•Extensive experience in designing, establishing and sustaining Shared Services Canters (Global Business Solutions) right from strategy formulation to implementation
Does simultaneous outsourcing of all your purchase-to-pay processes and achie...sharedserviceslink.com
Do the efficiencies gained by outsourcing P2P processes outweigh the costs? What is the business value in outsourcing?
Last year Sony was told by five consultants that what they wanted to do was impossible. Twelve months later they are reaping the rewards of having successfully outsourced ALL their P2P processes of Sony Europe, reducing their finance headcount from almost 70 to just 3 people whilst still remaining fully in control of how their P2P processes are managed by using a flexible, reliable and user friendly tool that allows easy communication between end users and the outsource centre.
This presentation from Jan Fonfara, Head of Finance Processes, Sony Europe explains how this was all made possible.
Getting the business case right for any technology implementation is crucial to its future success. In this session, Todd Holcomb shares how Alliance Data prepared their business case, what difference this careful planning had on their initial e-invoicing campaign and key lessons learnt in their journey so far, including how to:
- Understand your current P2P process, identify opportunities for automation and target your future P2P process
- Elegantly gain the executive level buy-in and support to make your automation project a success
- Seamlessly handle non-PO invoices elegantly with your electronic invoicing solution
Are P-cards the answer to making payments easy? What about losing control? An...sharedserviceslink.com
Sometimes your P-card program seems robust but is realizing low-level savings, and you may think it’s exposing you to fraud. How do you rationalize control?
In this session, discover how to make your P-card program the most effective it can be, by hearing how one company dramatically increased spend over their P-cards, removed noise (i.e. low dollar, frequent purchases) and freed up its staff to concentrate on more strategic procurement initiatives. Learn how to:
- Set the controls you really need to manage your program globally
- Use mandatory and non-mandatory messages to maximize supplier adoption
- Communicate and train your business on how to correctly comply with your P-card program
Don’t like risk? Stop gambling in your accounts payable and start to take sys...sharedserviceslink.com
To be SOX compliant and for the purposes of internal audit you need to look at risk from a process perspective. You need to ensure your process is controlled and compliant. Mitzi Mitchell will share how to reduce risk to achieve systematic control of the highest P2P risk areas, including:
- Three-way matching errors
- Ensuring approval limits are correct and monitoring approval authority changes
- Minimising employee fraud (using Concur’s T & E tool)
- Avoiding duplicate payments (using APEX Analytics' audit recovery tool)
- Ensuring users in the process are following the rules to ensure compliance
Exceptions are inevitable. But does your struggle against them have to be?sharedserviceslink.com
Struggling with resolving exceptions such as missing or incorrect purchase receipts, inaccurate POs, inconsistent invoice details or misrouted invoices?
In this session, Simplot share their strategy for avoiding a high cost of re-work in handling exceptions, covering how to:
- Prevent exceptions from re-occuring in the future
- Implement key workflow technologies and hear Simplot’s key results from this combined strategy
Still have procurement outside shared services? Ever ask yourself why?sharedserviceslink.com
Creating a purchasing shared services is easier said than done. Unlike in an accounts payable shared service, it is often hard to instil a customer service mindset when moving from local procurement to serving business units remotely. Resistance will happen.
In this session Jerker Gunnarsson will share how DHL overcame this to set up a shared purchasing service center for North America. He then discusses how to set up a global service delivery without losing the quality of service originally provided by local procurement.
Touching your invoices? You don’t need to. 14 'how to’s' to touchless processingsharedserviceslink.com
Why are we still touching invoices? Other companies aren’t so why are we? James Copeland from BMC software will talk about the 14 'how to’s' that have taken BMC from multiple touchpoints to touchless.
How do you practically link traditional functional silos such as supply chain and payables together? And what results can you expect from this? In this session, Cynthia Haug shares her experience and results from achieving this at GE Healthcare, Johnson Controls and now at Newmont Mining Corporation. Attend this session to discover how to:
- Conduct P2P process analysis to identify where there are breaking/risk points in your P2P process and what is causing high costs
- Gain buy-in from your key internal P2P stakeholders so they take appropriate action for change
- Move from functional silos to being in control of a global end-to-end P2P process – what results can you expect?
Keeping track of all your company’s expenses manually is tough today as firms are running on an increasingly global basis with more employees needing T&E support. With a need for tight controls and visibility on T&E spend coupled with moving towards a paperless office, what are the options available?
In this session, Christa Kelley from The Mosaic Company shares her experience in rolling out the Concur solution globally and examines in this session:
- The business case for your T&E solution and how to choose the right provider for you
- How to set up the controls you need to make your T&E solution really work
- Overcoming implementation challenges and training issues for you to consider
In today’s economic environment, all companies strive to control expenses and manage resources efficiently. Most feel this goal is achieved through deploying technology. That is not always the case.
In this session, learn how Amylin Pharmaceutical’s top continuous improvement project surpassed tough targets in procurement and accounts payable, without introducing technology. Discover how to:
- Use Kaizen methodologies with a cross-functional team
- Find solutions without adding software or capital expenditures
- Save money and redirect staff to perform value-added tasks
Supply chain finance models Part 1: bank-agnostic models, bank-funded and man...sharedserviceslink.com
So maybe you are efficient in your invoice handling process. What should you do next? GlaxoSmithKline has rolled out a global supply chain finance program with a global financial institution after successfully implementing e-invoicing programs in the US and UK.
In this session, Sean McDermott reveals how to:
- Fix your standard payment terms at 60 days or more whilst keeping suppliers happy
- Improve suppliers’ cash flow and help your working capital position even if you are in a slow-payer market
- Implement your supply chain finance program on a global scale
Governing your realm to ensure your customers are consistently delighted with...sharedserviceslink.com
There is a very real danger that once you have set up your shared services, you and your team can keep delivering what was originally agreed. People change. Business needs change. So getting that two-way dialogue between how your business units interact with your shared services team is crucial to meeting current business requirements. So what governance structures can ensure your customers’ experience and quality of service delivery doesn’t slip up?
Cheap operating costs may be appealing to you. But have you considered the price of your service quality deteriorating? Merck Shared Services established SSCs in high-cost locations such as Germany and the US. Why so? In this session, Thomas Laux explains the business case behind this decision and key lessons learnt during his 5 years of delivering high quality shared services, covering:
• What factors to consider when your objective is to focus on delivering a quality service
• Key lessons learnt and what results Merck have achieved in using this approach
Nokia’s procurement shared services story and its ‘3C formula’ for successsharedserviceslink.com
One of the best ways to learn what are the key elements for shared services success and what things you should watch out for on your shared services journey is to hear how others have already done it. In this session, Shekar Ramamurthi talks about how Nokia’s procurement shared services has evolved over the last three years, from its initial set up to where it is today. Now running a global SSC from India, Shekar will share his journey on:
• Engaging with local business units to standardise and not customise your processes
• Bringing in visibility to your business to show what is needed rather than what customers want
• Tightening user compliance and improving customer satisfaction
• Overcoming cultural conflicts between your offshored SSC staff and your business units
How to improve your supplier relationships while lowering invoice handling costssharedserviceslink.com
Isn’t it frustrating when invoices arrive into your organisation which don’t have the information you require to process them? If compliance from suppliers was improved, this would bring enable huge improvements in payments on time. There are also plenty of untapped opportunities to leverage early payment discounts, improving your suppliers’ cash flow and
your own working capital position. So how can you achieve this? Nick Wood shares how an innovative e-invoicing solution is both improving invoice handling quality and reducing costs simultaneously, and shares how to:
• Onboard 70% of suppliers with a winning ‘free e-invoicing for suppliers’ business case
• Target smaller suppliers who need more validation
• Significantly reduce the cost-per-transaction in AP
“Let’s make process improvements and quickly” - a typical comment from your CFO to ensure they meet their targets.
But what tools are available for you to make this happen? This session discusses the power of process mapping. Discover how it connects the three cogs that drive your shared services forward. In the presentation Jan Fonfara discusses how to:
• Significantly improve your SSO with the same resources
• How to ensure all process stakeholders comply with new ways of working when process changes are made globally
The 9 big issues of shared services and outsourcing: research insights from ACCAsharedserviceslink.com
Which direction is shared services heading? This session explores the top nine key issues unravelled through in-depth interviews with 20 of the world’s leading companies in the finance shared services and outsourcing space from ACCA’s recently launched report Finance Transformation: expert insights on shared services and outsourcing.
The seven culture traits to take you to a customer-focused shared services op...sharedserviceslink.com
When you are already a mature, successful, low-cost shared services operation, where do you go next? Unisys are in this enviable position, so how can they improve? In this session, Ian Chambers and Dave McKenzie share Unisys’ recent culture change programme secrets, detailing what characteristics are needed to operate a world-class performance in a customerfocused, service organisation. Learn:
• Seven key things your organisation needs to do to provide a world-class service delivery
• How to instil each of the seven cultural traits in your SSO staff with a ‘culture club’
• Discussion: Where to next for mature shared services?
Customer service management under the new economic conditions – a time for focussharedserviceslink.com
As the world economic conditions change and spiral, can SSOs be as concerned about quality and service given the cost challenges? Can customers expect the same service or are they now demanding even greater service levels than before? What is there to do in this environment to even maintain status quo? This session will focus on bringing a balance to the customer - SSO relationship in these challenging times via focus on:
• Managing customer expectations better than before
• Maximising service levels via innovation and training
• Massaging the cost agenda to ensure delivery of promises to the customer
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
MASS MEDIA STUDIES-835-CLASS XI Resource Material.pdf
Smoothly passing the baton from captive to outsourced service delivery in just a few months
1. Smoothly passing the baton
from captive to outsourced
service delivery in just a
few months
Michelle Adams – European Service Delivery Director
Judith Morris-King – Global Process Expert
14th March 2012
1
2. What you will get from this presentation
1. Introduction to AZ & Project Bridge
Journey
2. How did we do it?
3. Key Challenges and how we overcome
them
4. How did we keep staff motivated?
5. Did we achieve what we set out to?
6. What did we learn?
2
3. AstraZeneca
Global Pharmaceutical Company
14 major R&D sites in 8 countries, 23 supply and manufacturing
sites in 16 countries
We employ over 61,000 people, 47% in Europe,
30% in the Americas, 23% in Asia, Africa and Australasia
We invest over $4 billion in R&D each year
and have over 15,500 people in our R&D organisation
A 70-year track record of innovation that includes the
introduction of many world-leading medicines.
In 2010, our worldwide sales totalled $33.3 billion, with operating
profit of $11.5 billion.
4. This is what we did over 3 years
Transferred our services to be Established an
delivered out of 6 locations in in-house Shared
Genpact & 4 in AZ Service Centre
in Asia Pac
GFS EMEA &
Central
Genpact AZ, Lublin
Genpact AZ, Cluj
GFS NAM
GFS LATAM
Genpact AZ,
Rabat Genpact AZ,
Genpact AZ, Delhi GFS APBS
Guatemala
Realised our vision for
Genpact AZ,
one Global Sao Paulo
Organisation
Delivered the new transactional finance
Operating Model
4
5. Why did we do it?
AZ Finance Landscape – “Before” Transition Model
Sweden
210
NA UK 530
Rest of Europe
400 330
Japan
AsiaPac 45
MEA
30 210
LatAm
210
Business Partnering
Specialist Finance
Transactional Finance
Administrative staff
Other staff
Objective of Bridge - to improve further the effectiveness of
Area totals are rounded and approximate
AstraZeneca’s finance function in driving, measuring and reporting
business performance, while simultaneously reducing the costs of the
5
finance function toward external best practice levels of efficiency
6. So how did we do it?
• Overview of Project Bridge Methodology, Transition and
Work Stream approaches
7. Project Bridge Summary
Change Costs Compliance
• Transfer of transactional • $55m project which involved • We are 80% complete in
activities through a a global project team with standardising controls
combination of Business regional experts based in across all regional areas
Process Outsourcing and in- region GTF supports
House Service Centre
delivery • Significant improvements in • More efficient compliance
cash allocation and manual reporting and senior
• Reshaped how and where we invoicing on overdue credit leadership report outs
deliver our services globally card spend
• Clear control ownership
• Transitioned services out of • More than 75% of cost saving and traceability of controls
53 Marketing Companies benefits realised to date with for audit purposes
across EMEA the Americas the remainder being tracked
and Asia Pacific to completion • Genpact enforcing and
improving our compliance
• Standardised KPI reporting models
approach across all regions
7
8. Global Transition Plan
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2009 2010 2010 2010 2010 2011 2011 2011 2011
UK Will finish
in AZ
Turkey
Russia
Greece &
Turkey
Sweden Started in Sweden
CEE
MEA
LATAM
North America
Asia &
8
India
9. How we organised ourselves.....Programme Structure
Global Finance Services - Global Programme Director
Programme Mgmt Office
Global Transition Director
Sweden UK CEE/MEA LATAM NAM
Transition Transition Transition Transition Transition
Director Director Director Director Director
SMEs SMEs SMEs SMEs SMEs Global Processes
HR
Communications
Finance & Benefits
IS
9
10. Transition Methodology - Planning Toll-gates
“Plan, Execute and Completion” phases used the Tollgate approach to align to the major
milestones & service transfer to Genpact.
Preparation Knowledge Transfer
Initiate Sol ID Pilot Production Stabilisation
(Hire - Train) (and On-the-Job Training)
UAT
Planning and preparation for Service Delivery through existing
Knowledge AZ roles and staff. Complete
Transition. Contract completion
Initiate Transfer Knowledge Transfer and quality
and education. Team roles &
responsibilities agreed assurance. Commence retained
roles education and training.
Tollgate 0 UAT
Agree detailed solution for each Tollgate 3
Sol ID process. Finalise retained Service Delivery by Genpact starts.
capabilities and organisation design AZ remain accountable. New AZ
Pilot
retained organisation known and
Tollgate 1 educated.
Complete Genpact team recruitment. Tollgate 4
Prepare Genpact and AZ teams for Service Delivery through new
Knowledge Transfer. Complete service model Genpact & AZ.
Production
Preparation preparation for systems access and Service Governance operational.
arrival on-site. Commence AZ Refine and improve AZ and
retained recruitment. Define / refine Stabilisation Genpact ways of working. Benefit
AZ retained ways of working delivery underway.
Tollgate 2
10 Tollgate 5
12. Preparation Knowledge Transfer
Initiate Sol ID Pilot Production Stabilisation
(Hire - Train) (and On-the-Job Training)
Challenges
Impact of late joiners to Genpact teams- knowledge and access
Front Line Manager (FLM) capabilities during training
FLM Presence, sponsorship and support
Decisions about which team members were suitable for on the job
training (OJT)
Quality of pre OJT training plans
Scoring of assessments – Genpact Vs AZ
12
13. Preparation Knowledge Transfer
Initiate Sol ID Pilot Production Stabilisation
(Hire - Train) (and On-the-Job Training)
Challenges
On the job (OJT) Plans - significant amount of work for subject matter
experts (SME’s), particularly in relation to country specifics
Length of OJT period, impact of 100% Vs portion of team (particularly
Helpdesk)
Impact & pressure of workload on Genpact teams
Standard operating procedure submission & review
Front Line Manager (FLM) Quality
Assessments-teach backs Vs practical assessments
Demands placed on AZ resources
IS – Citrix Solution – use of AZ laptops
13
14. Preparation Knowledge Transfer
Initiate Sol ID Pilot Production Stabilisation
(Hire - Train) (and On-the-Job Training)
Challenges
Not proactive in issue resolution
More Market dependencies
No root cause analysis on KPI misses
Lack of Communication across Genpact sites & Working in silos
Minimum sharing of best practice
AZ driving Service Governance structure & process improvement
initiatives
Attrition & effective knowledge transfer in the teams
Capability change for retained AZ teams
14
15. How did we keep staff
motivated throughout
the Transition?
16. How did we keep staff motivated?
Shared Service Centre Bridge Programme Team
•Open & honest communication Judith to share her personal
journey from being a Process
•Retention Packages Manager within Cash & Bank
and then moving into a Subject
•Created excitement for change Matter Expert role (SME) on the
project.
•Embeded change in the culture
– change workshops & coaching How did she get though it all
with the uncertainty of having a
•Used people from teams in key job at the end of the project?
project roles
•Celebrated & communicated
short term wins
•Recruitment plans with new
shared service centre opening in
area
18. In 3 years we have.......
Transferred our services to be Established an
delivered out of 6 locations in in-house Shared
Genpact & 4 in AZ Service Centre
in Asia Pac
GFS EMEA &
Central
Genpact AZ, Lublin
Genpact AZ, Cluj
GFS NAM
GFS LATAM
Genpact AZ,
Rabat Genpact AZ,
Genpact AZ, Delhi GFS APBS
Guatemala
Realised our vision for
Genpact AZ,
one Global Sao Paulo
Organisation
Delivered the new transactional finance
Operating Model
18
19. What additional benefits did Bridge deliver.....
Change Costs Compliance
• Project Bridge key enabler of • SOTC – backlogs recovered • Previously limited
change through flexible resulting in $Ms cash back reporting of Fixed Assets
approach to project into the system. across any AZ Region –
management now in place across all
• Un-allocated cash reduced by
• Centralised and delivered 80% in Europe Region • Balance sheet
efficiencies in additional reconciliation policies
transactional finance scope • Significant increase in harmonized and
payment-on-time across strengthened - improving
• Delivered finance services to Western Europe by October the accuracy of the
support new global 2011 balance sheet
commercial business models
• Cash & Banking CPI around
• KPI reporting now in place number of open items on
across all regions for all bank reconciliations
processes improved from 1,700 pre
transition to less than 97 at
end of 2011
19
20. We have over delivered on original scope & taken on new
scope.....
We are here
Genpact operating service in production
for:
UK, Sweden, GC Europe (most countries),
CEE, India, NAM (P2P, T&E), MedImmune,
CAMCAR, Venezuela, South Africa,
Maghreb , Saudi, Gulf (P2P) and Brazil
(except R2R)
% of FTEs with Genpact
Focus for Q4 and Q1 2012
• Transition remaining services in
Production: Egypt, Gulf (R2R), Brazil
(R2R), NAM (SOTC, Banking), Greece,
Turkey, Russia, Columbia, Chile,
Argentina, Peru
• Complete Final Tollgates (TG5)
We have transitioned more than 106% of original scope
20
21. What did we learn?
• What went well, what would we do differently?
22. It’s not what we do, it’s the way we do it...
• Project run at regional/country levels
• Visibility of senior team members, open & honest culture
Engagement • Focus on personal journey
• AZ team primarily in-house and specific contract resources
• Balance risk & reward of early exits
Resources
• Clear approach and criteria applied to retention
• Simple project methodology
Project • Standardised risk & issue methodology across all regions
Methodology • Significant volume of 1:1’s between AZ leaders and AZ & Genpact
leaders
• Clear succession plans for critical resources
• Recruitment in Genpact
What would we
• KPI model
do differently
• Over invest in time for new delivery centres
• Language Dependencies
22 • Develop AZ Retained Operating Model straight away