This document discusses strategies for digital transformation and business process management to counter changing business environments. It outlines how BPM can drive transformation through pillars like customer engagement, process innovation, outcome impact, and asset leverage. Key enablers of digital transformation discussed include establishing a standard process platform, eliminating paper, improving employee interfaces, and process management. The goals of these strategies are to evolve stakeholders from consumers to co-creators, improve process efficiency by 25-30%, achieve a positive EBITDA impact, ensure 100% information accuracy, and reduce spending by 7-15%.
This document provides an overview of Syngenta, a leading agriculture company. It discusses that Syngenta has over 27,000 employees working in over 90 countries to help improve global food security. It has two core businesses of crop protection and seeds. The document also summarizes Syngenta's digital transformation journey and efforts to improve business processes through initiatives like establishing a digital ecosystem and implementing a learning management system for training. Finally, it outlines Syngenta's transformation to a new HR service delivery support model focused on client experience through the implementation of Workday.
Rebooting Business Process Strategy to OutcompeteSSFIndia1
This document discusses rebooting business process strategy to outcompete. It highlights that today's excellence will be tomorrow's mediocrity due to a changing world. Differentiators for sustainability include business performance focus, a strategic BPM vision, digital agenda linkage to BPM, making process delivery decisions, and moving up the relationship value chain. A process maturity model is presented that defines six key parameters to assess processes: documentation, risk management, metrics, stability, automation, and management control.
Building Capabilities for the Future and Catalyzing Transformation through G...SSFIndia1
Building Capabilities for the Future and Catalyzing Transformation through Global In-house Centers
By H Karthik
Partner, Global Sourcing Practice
Everest Group
Young finance and accounting professionals prioritize career progression and developing new skills when deciding whether to stay at a company. The workforce is increasingly mobile, with half of respondents having been in their current role for less than two years and over a third wanting to change jobs within a year. While opportunities to learn new skills are available, over 40% find career progression opportunities are worse than expected. Employers need to develop clear career paths, promote their shared services brand, adopt new technologies, provide rotations, mentoring, learning, and prioritize internal promotion to attract, retain, and develop talent.
Finance Transformation Agenda Resulting In Tangible Business BenefitsSSFIndia1
Syngenta is a leading agriculture company that helps improve global food security. It has over 28,000 employees working in over 90 countries. The document outlines Syngenta's digital strategy and roadmap for finance. It discusses leveraging digital technologies to drive finance productivity, unlock enterprise value, and build customer relationships. The initial focus areas are finance digital productivity, analytics, and supporting the wider digital strategy. This will involve automating processes, implementing predictive analytics, and developing digitally-enabled finance products and services. The strategy also covers transforming the finance operating model, developing new skills and capabilities, and utilizing digital enablers like automation, analytics and improved data.
This document discusses strategies for digital transformation and business process management to counter changing business environments. It outlines how BPM can drive transformation through pillars like customer engagement, process innovation, outcome impact, and asset leverage. Key enablers of digital transformation discussed include establishing a standard process platform, eliminating paper, improving employee interfaces, and process management. The goals of these strategies are to evolve stakeholders from consumers to co-creators, improve process efficiency by 25-30%, achieve a positive EBITDA impact, ensure 100% information accuracy, and reduce spending by 7-15%.
This document provides an overview of Syngenta, a leading agriculture company. It discusses that Syngenta has over 27,000 employees working in over 90 countries to help improve global food security. It has two core businesses of crop protection and seeds. The document also summarizes Syngenta's digital transformation journey and efforts to improve business processes through initiatives like establishing a digital ecosystem and implementing a learning management system for training. Finally, it outlines Syngenta's transformation to a new HR service delivery support model focused on client experience through the implementation of Workday.
Rebooting Business Process Strategy to OutcompeteSSFIndia1
This document discusses rebooting business process strategy to outcompete. It highlights that today's excellence will be tomorrow's mediocrity due to a changing world. Differentiators for sustainability include business performance focus, a strategic BPM vision, digital agenda linkage to BPM, making process delivery decisions, and moving up the relationship value chain. A process maturity model is presented that defines six key parameters to assess processes: documentation, risk management, metrics, stability, automation, and management control.
Building Capabilities for the Future and Catalyzing Transformation through G...SSFIndia1
Building Capabilities for the Future and Catalyzing Transformation through Global In-house Centers
By H Karthik
Partner, Global Sourcing Practice
Everest Group
Young finance and accounting professionals prioritize career progression and developing new skills when deciding whether to stay at a company. The workforce is increasingly mobile, with half of respondents having been in their current role for less than two years and over a third wanting to change jobs within a year. While opportunities to learn new skills are available, over 40% find career progression opportunities are worse than expected. Employers need to develop clear career paths, promote their shared services brand, adopt new technologies, provide rotations, mentoring, learning, and prioritize internal promotion to attract, retain, and develop talent.
Finance Transformation Agenda Resulting In Tangible Business BenefitsSSFIndia1
Syngenta is a leading agriculture company that helps improve global food security. It has over 28,000 employees working in over 90 countries. The document outlines Syngenta's digital strategy and roadmap for finance. It discusses leveraging digital technologies to drive finance productivity, unlock enterprise value, and build customer relationships. The initial focus areas are finance digital productivity, analytics, and supporting the wider digital strategy. This will involve automating processes, implementing predictive analytics, and developing digitally-enabled finance products and services. The strategy also covers transforming the finance operating model, developing new skills and capabilities, and utilizing digital enablers like automation, analytics and improved data.
Creating the Foundation for Digital LeapfroggingSSFIndia1
The document discusses creating a digital foundation for finance through data standardization and a Central Finance core implementation of SAP. It states that fixing core data and processes is needed to deliver digital transformation value. It recommends that finance lead in establishing a master data management strategy, allocating resources to data governance, and deploying technology for better quality data. A Central Finance core with standardized data and real-time ERP connections could enable efficient decision support through a single analytics platform, establishing data as a strategic asset with global standardization and governance.
This document discusses the evolution of shared services and centers of excellence within an organization. It outlines different maturity models for shared services including moving from simple to complex operations, from resource-level to process-level to product-level ownership, and from providing information to having influence. The document advocates for shared services to optimize efficiency, focus on value over volume, take ownership of processes and products, act as strategic partners providing solutions rather than just services, and drive innovation.
Performance Measures & Metrics for a... "Partners of Choice"SSFIndia1
Performance Measures & Metrics for a... "Partners of Choice"
By Murtaza Poonawalla
Associate Vice President – Business Excellence
Vodafone Shared services
BPM & Shared Services Landscape in Global India: Executive SummarySSFIndia1
This document provides a summary of key highlights from an executive report on global business process management. It discusses:
1) Global India and BPM, noting the growth of the global sourcing market to $151 billion in 2014-15 and the industry shifting from linear to non-linear growth.
2) Growth of Global In-House Centers from 750 with $11.5 billion in revenue in 2010 to 1,025 with $19.4 billion in revenue in 2015.
3) Increased adoption of shared services in Indian organizations across functions like finance, accounting, HR, IT operations, and supply chain management.
4) Classification of business process outsourcing operations and view that 56% of respondents
This document discusses the evolution of shared services at Aircel. It notes that previously, the 23 circles were doing similar activities differently, with control gaps and inefficiencies. Aircel implemented standardized processes and clearly defined roles and responsibilities to mitigate risks and add value to the business. The shared services model expanded capabilities from transaction processing to include knowledge process outsourcing and centers of excellence while ensuring integrity of financial reporting through monitoring, automation, and compliance controls. Key learnings included taking a phased approach, rigorous handovers between teams, planning resources in advance, and maintaining quality and communication.
Business Processes to Business Performance (BP to BP)SSFIndia1
The document discusses the shift in the shared services industry from a focus on business processes to business performance management. It notes that the industry now provides multi-tenant platforms, non-linear revenue growth models, and outcomes-based services. Examples are given of Steria's success stories in shared services partnerships with organizations like NHS Shared Business Services and Cleveland Police, delivering cost savings and improved services.
DMI is a methodology that measures a company's digital maturity across six dimensions. It involves sessions where executives discuss and score topics to determine current and target maturity levels. An executive dashboard is then created, showing scores, industry comparisons, and prioritized recommendations to guide digital transformation. The dashboard and underlying data can be accessed on the Maturity Index Platform.
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
Enterprise Architecture Management (EAM) I Best Practices I NuggetHubRichardNowack
The document discusses enterprise architecture management (EAM). It covers the need for EAM to integrate new technologies into existing IT architectures and realize innovation processes. The document also discusses establishing governance, processes, roles, models and tools for effective EAM. It emphasizes that mature EAM allows for rapid integration of new technologies and business model innovation.
Finance 2020: Designing a Finance function to meet new demandsDeloitte Canada
The document discusses how the finance function needs to be reimagined and transformed to meet future business needs. Traditional finance is not well-equipped to provide strategic insights that leadership requires. The future of finance will see operational tasks moved to centralized shared services with standardized processes and mobile/cloud technologies. Analytics will be leveraged to provide data-driven insights. Specialized finance roles will be embedded in business units. Finance will need new skills in consulting, analytics, and business knowledge. CFOs must develop a vision and blueprint to evolve their finance team by rethinking processes, organization, talent, and technologies.
The document discusses the key ingredients for a successful digital transformation based on thyssenkrupp's experience. It identifies five main ingredients: 1) building awareness of digitalization within the organization, 2) engaging employees to generate ideas for digital initiatives, 3) focusing efforts by defining clear digital strategy and priorities, 4) committing resources and establishing governance, and 5) ensuring agility to rapidly test and scale initiatives. While digitalization is a top priority for many companies, the document notes that only a small percentage of transformations fully achieve their intended benefits due to a lack of one or more of these critical ingredients.
BT Finance Transformation Finance Shared Service FinalRalph Geertsema
BT Group is a large telecommunications company operating in over 170 countries with over 100,000 employees and $29.4 billion in revenue. Over time, BT Group has transformed its finance organization through the increased use of shared service organizations (SSOs) and outsourcing to drive efficiency. BT Group established its first SSO in the UK in 2001 for transaction processing and IT support and has since expanded its SSOs globally and outsourced more finance functions. Technology has been a key enabler of BT Group's finance transformation, underpinning the organizational changes and alignment of SSOs and outsourcing to reduce costs and drive performance towards best-in-class.
Building the Digital Business: The 2016 CIO AgendaTesora
This presentation discusses how organizations can build a digital platform and business. It recommends that organizations think differently by creating a portfolio of algorithms, data, and patents to exploit network effects. It also recommends innovating through a bimodal delivery platform to drive speed and scale, and modernizing the core IT infrastructure with an open platform to capitalize on network effects. Recommended actions include investing in a bimodal delivery platform, connecting across delivery modes, and adding IoT and ecosystems to the core infrastructure platform to architect a digital business.
The document provides an overview of the cloud computing business landscape in 2019. Some key points:
- ICT is becoming a general purpose technology and cloud computing will be integral to digital transformation over the next decade.
- By 2025, 85% of enterprise applications will be cloud-based as core applications, AI, and IoT drive cloud migration.
- Companies will be the primary users of cloud technology in the next phase of cloud adoption (Cloud 2.0).
Creating the Foundation for Digital LeapfroggingSSFIndia1
The document discusses creating a digital foundation for finance through data standardization and a Central Finance core implementation of SAP. It states that fixing core data and processes is needed to deliver digital transformation value. It recommends that finance lead in establishing a master data management strategy, allocating resources to data governance, and deploying technology for better quality data. A Central Finance core with standardized data and real-time ERP connections could enable efficient decision support through a single analytics platform, establishing data as a strategic asset with global standardization and governance.
This document discusses the evolution of shared services and centers of excellence within an organization. It outlines different maturity models for shared services including moving from simple to complex operations, from resource-level to process-level to product-level ownership, and from providing information to having influence. The document advocates for shared services to optimize efficiency, focus on value over volume, take ownership of processes and products, act as strategic partners providing solutions rather than just services, and drive innovation.
Performance Measures & Metrics for a... "Partners of Choice"SSFIndia1
Performance Measures & Metrics for a... "Partners of Choice"
By Murtaza Poonawalla
Associate Vice President – Business Excellence
Vodafone Shared services
BPM & Shared Services Landscape in Global India: Executive SummarySSFIndia1
This document provides a summary of key highlights from an executive report on global business process management. It discusses:
1) Global India and BPM, noting the growth of the global sourcing market to $151 billion in 2014-15 and the industry shifting from linear to non-linear growth.
2) Growth of Global In-House Centers from 750 with $11.5 billion in revenue in 2010 to 1,025 with $19.4 billion in revenue in 2015.
3) Increased adoption of shared services in Indian organizations across functions like finance, accounting, HR, IT operations, and supply chain management.
4) Classification of business process outsourcing operations and view that 56% of respondents
This document discusses the evolution of shared services at Aircel. It notes that previously, the 23 circles were doing similar activities differently, with control gaps and inefficiencies. Aircel implemented standardized processes and clearly defined roles and responsibilities to mitigate risks and add value to the business. The shared services model expanded capabilities from transaction processing to include knowledge process outsourcing and centers of excellence while ensuring integrity of financial reporting through monitoring, automation, and compliance controls. Key learnings included taking a phased approach, rigorous handovers between teams, planning resources in advance, and maintaining quality and communication.
Business Processes to Business Performance (BP to BP)SSFIndia1
The document discusses the shift in the shared services industry from a focus on business processes to business performance management. It notes that the industry now provides multi-tenant platforms, non-linear revenue growth models, and outcomes-based services. Examples are given of Steria's success stories in shared services partnerships with organizations like NHS Shared Business Services and Cleveland Police, delivering cost savings and improved services.
DMI is a methodology that measures a company's digital maturity across six dimensions. It involves sessions where executives discuss and score topics to determine current and target maturity levels. An executive dashboard is then created, showing scores, industry comparisons, and prioritized recommendations to guide digital transformation. The dashboard and underlying data can be accessed on the Maturity Index Platform.
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
Enterprise Architecture Management (EAM) I Best Practices I NuggetHubRichardNowack
The document discusses enterprise architecture management (EAM). It covers the need for EAM to integrate new technologies into existing IT architectures and realize innovation processes. The document also discusses establishing governance, processes, roles, models and tools for effective EAM. It emphasizes that mature EAM allows for rapid integration of new technologies and business model innovation.
Finance 2020: Designing a Finance function to meet new demandsDeloitte Canada
The document discusses how the finance function needs to be reimagined and transformed to meet future business needs. Traditional finance is not well-equipped to provide strategic insights that leadership requires. The future of finance will see operational tasks moved to centralized shared services with standardized processes and mobile/cloud technologies. Analytics will be leveraged to provide data-driven insights. Specialized finance roles will be embedded in business units. Finance will need new skills in consulting, analytics, and business knowledge. CFOs must develop a vision and blueprint to evolve their finance team by rethinking processes, organization, talent, and technologies.
The document discusses the key ingredients for a successful digital transformation based on thyssenkrupp's experience. It identifies five main ingredients: 1) building awareness of digitalization within the organization, 2) engaging employees to generate ideas for digital initiatives, 3) focusing efforts by defining clear digital strategy and priorities, 4) committing resources and establishing governance, and 5) ensuring agility to rapidly test and scale initiatives. While digitalization is a top priority for many companies, the document notes that only a small percentage of transformations fully achieve their intended benefits due to a lack of one or more of these critical ingredients.
BT Finance Transformation Finance Shared Service FinalRalph Geertsema
BT Group is a large telecommunications company operating in over 170 countries with over 100,000 employees and $29.4 billion in revenue. Over time, BT Group has transformed its finance organization through the increased use of shared service organizations (SSOs) and outsourcing to drive efficiency. BT Group established its first SSO in the UK in 2001 for transaction processing and IT support and has since expanded its SSOs globally and outsourced more finance functions. Technology has been a key enabler of BT Group's finance transformation, underpinning the organizational changes and alignment of SSOs and outsourcing to reduce costs and drive performance towards best-in-class.
Building the Digital Business: The 2016 CIO AgendaTesora
This presentation discusses how organizations can build a digital platform and business. It recommends that organizations think differently by creating a portfolio of algorithms, data, and patents to exploit network effects. It also recommends innovating through a bimodal delivery platform to drive speed and scale, and modernizing the core IT infrastructure with an open platform to capitalize on network effects. Recommended actions include investing in a bimodal delivery platform, connecting across delivery modes, and adding IoT and ecosystems to the core infrastructure platform to architect a digital business.
The document provides an overview of the cloud computing business landscape in 2019. Some key points:
- ICT is becoming a general purpose technology and cloud computing will be integral to digital transformation over the next decade.
- By 2025, 85% of enterprise applications will be cloud-based as core applications, AI, and IoT drive cloud migration.
- Companies will be the primary users of cloud technology in the next phase of cloud adoption (Cloud 2.0).
Integration allows rapid business reconfiguration to create new business models and ecosystems while continually optimizing customer experience and business operations.
The Future of Automation: Insights from IDC and Preciselyredmondpulver
Automation’s role in digital transformation is nothing new, but the disruptions of recent years have exposed the limitations of our efforts to this point. Does that feel familiar? If so, you’re not.
We’re seeing so many companies double down on the development and deployment of automation as quickly and broadly across their organizations as possible. In other words, hyperautomation.
These efforts include adopting automation platforms with flexible, contingent workflow solutions that drive efficiencies and greater data integrity across multiple complex, data-intensive processes.
To learn more, watch our webinar – featuring guest speaker Maureen Fleming, Program Vice President for IDC's Intelligent Process Automation research, and Andrew Hayden, Sr. Product Marketing Manager at Precisely.
Maureen will share recent research and insights from IDC on the importance of process automation to digital transformation, along with predictions for the future. Andrew will then share some of the challenges we’re hearing from our customers around automating complex, data-intensive business processes, and the features you should look for in an automation platform.
You can expect to come away with insights into:
· How digital transformation and automation are evolving
· How to avoid the key challenges with automation that slow down transformation benefits
· Market perspective from the automation provider’s point of view
· How a complete automation platform supports hyperautomation success
The document summarizes key findings from Accenture's 2018 Digital Refining Survey. Some of the main trends identified include: 1) Over 20% of refiners are taking multiple actions like changing IT roles and creating new organizational structures to address convergence of IT and operations; 2) 48% of refiners now rate themselves as mature or semi-mature in digital deployment; 3) Most refiners are only realizing a small portion of potential value from digital technologies, with 80% reporting less than $50 million in added value; 4) Lack of digital investment increases risks like loss of competitive advantage; and 5) Workforce skills are a growing concern and barrier to further digital adoption. The survey provides insights into digital adoption and opportunities
Madison Park Group actively tracks the broader Engineering, Manufacturing, and Supply Chain Software market and has dedicated significant attention to the Industrial IOT technology landscape. We are particularly interested in the rapid development of several trends:
• Advancements in high-speed data ingestion and AI enabling highly accurate assessments of machine performance and reducing unnecessary downtimes
• Low-code/No-code platforms and ready-to-use APIs simplifying software development processes and helping drive a wider range of IIoT uses cases and implementations
• Integration of sensors into wearable devices and industrial assets in the manufacturing, healthcare and construction sectors, amongst others, creating real-time intelligence and novel asset tracking insights for operational efficiency and improved outcomes
The document provides an overview of the technology/software/telecom industry and how Synergetics, a management consulting firm, has helped companies in this sector identify and achieve strategic business objectives through implementation projects. It discusses major changes in the industry such as the growth of cloud computing and subscription models. It then summarizes three implementation projects Synergetics conducted for established IT companies, helping them optimize processes and achieve significant cost savings and revenue increases.
Evolving from Process Excellence to Innovation: Supporting Digital AgendaSSFIndia1
This document summarizes Everest Group's services and expertise in advising global companies. It discusses how Global In-house Centers have evolved from focusing on cost reduction to also supporting innovation and new digital services. GICs are well-positioned to support enterprises' digital agendas across areas like analytics, mobility, cloud, and robotics process automation. The document provides examples of GICs that have delivered innovation through analytics and recommendations for GICs to partner with startups and vendors to enhance their digital capabilities.
Accelerating Strategic Change with Capability and Technology Management WebinarPlanview
Help deliver technology strategy to your organization
In the webinar we introduce you to Planview’s Capability and Technology Management (CTM) application and show you why CTM is a critical discipline for Enterprise Architects and Project Portfolio Managers that want to accelerate delivery of technology strategy in their organizations.
You will see Capability and Technology Management in action and learn:
- Why everyone involved with choosing, planning and delivering technology change should be using Capability and Technology Management.
- How taking a portfolio approach to managing technology helps you make better, more strategic decisions at the speed of business.
- Why traditional EA modeling alone can slow you down.
View the webinar at:
http://planview.info/AccelerateStrategicChangeCTM
Global Managed Services Market Intelligence, Market Share, Market Size, Industry Trends, Industry Analysis; Historic period (2017-2020); Base Year (2021); Forecast, 2022 – 2032
The document discusses Software AG's go-to-market strategy for IoT and next steps. It outlines priorities for 2018, which include accelerating IoT and cloud growth, sustaining Al&N revenue, and focusing on DBP growth. Software AG will establish an IoT Center of Expertise and partner ecosystem to execute on the IoT market opportunity in industries like manufacturing, logistics, and utilities.
Cloud pioneers used to enjoy a competitive edge, but that edge is fading as more businesses make the change. Winning now requires combining cloud-based tools and business challenges in innovative ways to drive operating efficiency, open new revenue streams, and evolve customer engagement models. In this session we will imagine the future. We will explore how to transform with Cloud to drive your future.
strategic changes in infrastructure services Gartner I&OMalik BC
The document summarizes a presentation on strategic changes in outsourced infrastructure services and how to source them effectively. It discusses key trends like price reductions in data center outsourcing and increased focus on digital workplace services. It provides frameworks for analyzing an organization's service portfolio, selecting appropriate sourcing strategies, and improving vendor management to coordinate multiple providers. The presentation aims to help infrastructure leaders develop plans to reduce costs and drive digital productivity through outsourcing.
Webinar for August 2018 Technology infrastructure for global insurersThe Digital Insurer
The webinar discussed technology infrastructure for global insurers, with presentations from various industry experts. Young Yang from Zhong An Tech discussed lessons from their experience, including building ecosystems and aligning digital strategy. Tomasz Kurczyk from AXA Singapore talked about using an Insurance-as-a-Service platform to accelerate business. Yoshi Makita from KPMG outlined trends like cloud adoption and the need for collaboration. Jacob Abboud closed by discussing Allianz's approach to designing infrastructure. The panel then took questions on topics like cloud confidence levels and the potential for legacy insurers to achieve integration.
Watch full webinar here: [https://buff.ly/2R4JjBX]
Organizations today are data rich and insights poor. There is data everywhere. ERP systems, CRM systems, external data, data lakes and ponds. The real question to ask is “Are the users getting the insights they need when they need where they need to drive successful business outcomes”. Data Integration is a core pillar of the “Data to Value” journey. In this session you will hear how enterprises across industries are grappling with data, insights challenges and how organizations have adopted data virtualization to accelerate their "data to value" journeys.
Watch this Denodo DataFest 2018 session to learn:
How to reduce effort to get from data to value
Hope to gain faster time to Insights
How to reduce overall cost of ownership
The document summarizes Google Cloud's strategy to accelerate organizations' digital transformations. It discusses Google Cloud's infrastructure, platform, and industry-specific solutions. It also outlines Google Cloud's goals to expand its total addressable market by enhancing products, increasing sales and support teams globally, and broadening its partner ecosystem. Financial results showed 53% revenue growth in 2019, demonstrating the strategy's traction.
The document discusses how digital enterprise depends on DevOps proficiency. It provides context on digital enterprise and how external forces are driving digital transformations. DevOps is presented as fueling digital enterprise and key to strategies by aligning development and operations. Successful companies see benefits from DevOps like increased release frequency, faster lead times, higher market performance. Cultural challenges remain in adopting DevOps approaches.
Realising Digital’s Full Potential in the Value ChainCognizant
When we spoke with executives across Europe who lead digitising efforts, they described a diverse range of deployments, but digital can, and must, deliver far more than it has so far. In this ebook, we explore how businesses can explore digital's full potential across their value chain.
Digital Transformation Process Redesign | BPM | InterfacingInterfacing
You will have an insight of these topics.
What’s the digitization Case for Action? What are consequences of Inaction?
How does digitization change process improvement methodologies?
What are the dominant design patterns of digitized processes?
For more webinar, please visit https://www.interfacing.com/bpm-video
Similar to Pinnacle Model - Digital Maturity in GICs (20)
This document discusses the need for boundaryless finance in the new digital era. It outlines three main points:
1) Setting the context for how rapid technological changes are requiring finance to leapfrog to new operating models that can deliver value beyond traditional boundaries.
2) The new realities of real-time data, automation, and the blurring of boundaries between functions require new talent models and a focus on data, digital, and financing technology for business.
3) The way forward involves developing habits like connecting with innovators, focusing on the customer experience, and getting comfortable with uncertainty to help steer change and make boundaryless finance the new normal.
Digital tools have helped automate and streamline many finance processes, reducing time and costs. Robotic process automation was implemented for invoice processing, accounts payable, general ledger, and other tasks, achieving 50-80% time savings. Management dashboards provided real-time analytics. The COVID-19 pandemic initially disrupted operations but the finance shared services team adapted to working remotely within 3-4 months. A hybrid work from home/office model is now seen as more effective. Further digitization efforts aim to eliminate paper from supplier invoices, payments, utility bills and other transactions.
This document provides guidance for organizations undergoing a digital journey. It emphasizes the importance of carefully managing change with employees, not expecting immediate returns on investment and stabilizing the journey, maintaining strong governance and budget oversight, demonstrating the value of the journey to business leaders, strengthening processes before beginning, assembling a dedicated team, benchmarking against industry best practices, and keeping the customer experience as the central focus when providing digital solutions.
The document provides recommendations for businesses in the current environment where business continuity plans have become business as usual. It suggests focusing on improving operational efficiency through automation and digitization. Understanding the current landscape and creating a practical roadmap should be priorities. Finance functions will need to become more intelligent business partners by drawing insights from data to impact balance sheets, while talent development will be important to ensure workers can adopt new technologies seamlessly.
The document discusses technologies that can mimic, learn from, or challenge humans like robotic process automation, machine learning, and artificial intelligence. It also discusses how virtual reality and augmented reality can be used for training, prototyping, manufacturing, and events. The document then explains that the company decided to create an immersive experience for stakeholders by introducing virtual reality to corporate reporting to bridge the physical and digital world, replace traditional reporting formats, reach more international stakeholders, and provide a better immersive experience.
Embracing New Normal
Imran Ali - Group Chief Information Security & Technology Officer, Compass Group (United Kingdom)
https://sharedservicesforum.in/digital-leadership-e-summit--2020/
Cyber Resilience - Contemporary once again for Managing Data Protection post-...SSFIndia1
Cyber Resilience - Contemporary once again for Managing
Data Protection post-Pandemic
Pervez Workingboxwalla - Chief Risk Officer, WNS Global Services
https://sharedservicesforum.in/digital-leadership-e-summit--2020/
Post Event Report HR Leadership Summit-2018SSFIndia1
The document summarizes the 2nd National HR Leadership Summit held in New Delhi on April 27, 2018. The summit was organized by Shared Services Forum India and BRICS Chamber of Commerce & Industry to discuss how HR can provide competitive advantage through integration, innovation, and intelligent automation. Key topics included the role of HR in digital transformation, building a cognitive digital workforce, and redesigning HR processes for effectiveness. There were panel discussions and case presentations from senior HR leaders of large companies on using analytics to enhance business performance and developing capabilities beyond learning and development. The event concluded with examining the changing face of HR and driving the digital agenda within HR organizations.
BREAKING BOUNDARIES: THE POWER OF ENTERPRISE SERVICES - A REPORTSSFIndia1
The Shared Services Forum organized a leadership event in Pune to discuss trends in enterprise services. Key highlights included:
1. SSF released a new model for enabling the successful shift from business process management to enterprise services management.
2. SSF also released a report on the power of enterprise services that identified the top 5 trends, including organizations building digital capabilities and using mergers and acquisitions to embrace new technologies.
3. Speakers from SSF and Automation Anywhere presented on these trends and the evolution of intelligent digital workers in shared services. The event provided industry practitioners an opportunity to discuss challenges and strategies around business services transformation.
DIGITAL LEADERSHIP FOR WINNING EDGE - A REPORTSSFIndia1
This document summarizes a leadership event organized by Shared Services Forum (SSF) in New Delhi on April 5, 2019. The event featured an introductory address by Rakesh Sinha on digital leadership. Vineet Nayar, former CEO of HCL Technologies, was presented with a Pioneering Business Leader award. In his keynote, Nayar discussed principles of inspired leadership and driving innovation through transformation. A panel discussion followed on effective robotic process automation deployment, addressing challenges around skills, cultural barriers, and stakeholder buy-in. The event provided a forum for industry leaders to exchange ideas on current trends and best practices in business services transformation.
BUILDING ORGANIZATIONS OF TOMORROW - A REPORTSSFIndia1
The 3rd National HR Leadership Summit 2019 was held in New Delhi on May 10, 2019 with over 120 senior HR practitioners and executives from over 60 organizations attending. The summit aimed to focus HR and business leaders on key challenges in building organizations of tomorrow. Chief Guest Ved Prakash inaugurated the event where speakers like Dr. Aquil Busrai and Prabir Jha discussed the new traits of agile HR leaders and building future organizations. Eminent industry speakers then shared insights on driving cultural transformation, emerging HR technologies, talent acquisition, and other topics to help organizations of the future.
This document summarizes an event organized by Shared Services Forum (SSF) in New Delhi on August 5, 2019 to honor Harry Robertson for leading the first global shared services center for American Express in India. The event featured presentations and discussions with industry leaders about trends in shared services and business process management. Harry Robertson was presented an award for his pioneering work in global shared services and shared stories from his experience in setting up the center in India. Rakesh Sinha and Sanjay Gupta also presented findings from SSF's research on current trends in business services, such as the expanding scope of services and growing importance of technology ecosystems. The event provided insights into leadership challenges and trends shaping the shared services industry.
BPM & Shared Services Landscape in Global IndiaSSFIndia1
In the last 2 decades, India has become one of the preferred destinations for business process services for the world. These services have come to be most commonly known as Business Process Outsourcing (BPO) or Shared Services (SSC) and now, these services collectively come under the umbrella of Business Process Management (BPM).
In order to reap the benefits of BPM, recently Indian companies have also started to set up their own captive centers or outsourced to independent third party providers. Shared Services Forum (SSF) describes this evolution as ‘Global India’, combining both global and Indian organizations.
The Evolving Direction to Success Insights from Survey 2012SSFIndia1
This document discusses the results of a survey on shared services adoption by Indian organizations. Some key findings include:
1) The number of shared services centers (SSCs) set up by Indian organizations has almost tripled between 2006-2010 compared to the prior five years, indicating SSCs are gaining momentum.
2) Over 69% of respondents reported cost savings of at least 10% through SSCs, with 38% seeing savings over 20%, dispelling the notion that SSCs only provide cost benefits through wage arbitrage.
3) Finance and accounting processes are most commonly handled by SSCs (96% of respondents), followed by human resources (51%). SSCs are also expanding to manage higher-level processes
Become ‘Future Relevant’ by ReShaping Transformation Strategy in today’s Digi...SSFIndia1
Shared Services Forum, India felicitated Mr Priyan Fernando, Former Executive Vice President, Global Business Services of American Express as the PIONEERING BUSINESS LEADER FOR GLOBAL SHARED SERVICES and Ms Shyama A Bijapurkar, Former Global Shared Services Head at BA Continuum, HSBC and American Express as BPM ACHIEVER IN GLOBAL INDIA, for her Stellar Contribution in the Business Services Space.
The economic reforms and liberalization measures kick started the sea change in the way India as a country shaped itself to become the world’s largest democracy and one of the rising economic giants in the world stage over the last 20+ years.
Offerings of world class services in the field of IT and IT Enabled Services have also marked the success story of the country in this same period. The resultant economic growths truly made India emerge as the ‘Global India’ and this term is here to stay!
BPM is the art and science of managing business processes effectively
Managing and improving processes has been around since the early days of intelligent thinking. The process of continuous improvement may have begun some 500 centuries ago, when the Cro-Magnon man lived in caves, using and improving his primitive tools to make his life easy. The same concept would have been adopted by the early traders when the concepts of money and customers may have been first introduced as early as 3000 BC. The industrial revolution of the 18th century and early 19th century was clearly the pinnacle of use of industrial technology to achieve great strides in process improvements.
BPM & Shared Services Landscape in Global IndiaSSFIndia1
In the last 2 decades, India has become one of the preferred destinations for business process services for the world. These services have come to be most commonly known as Business Process Outsourcing (BPO) or Shared Services (SSC) and now, these services collectively come under the umbrella of Business Process Management (BPM).
In order to reap the benefits of BPM, recently Indian companies have also started to set up their own captive centers or outsourced to independent third party providers. Shared Services Forum (SSF) describes this evolution as ‘Global India’, combining both global and Indian organizations.
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Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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Building Your Employer Brand with Social MediaLuanWise
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations