Novo Nordisk GBS aspires to the employer of choice and recognises that employee engagement, people development, and cross-functional collaboration are crucial to creating a best-in-class, high-performance workplace culture. 92% of the GBS’s employees are happy with the leadership, with trust in the leadership’s vision.

John Dawber, Corporate Vice President & Managing Director – Global Business Services, Novo Nordisk, shares more on how he was able to drive a positive employee experience, stakeholder trust, and global process ownership through various initiatives.

• Developing different initiatives to encourage ownership and accountability and foster innovation and creativity

• Bringing attrition down to 6.5% in two years

• Sharing of best practices on how they successfully attracted and retained top talent

• Creating a diverse, inclusive culture where Everybody Matters

John Dawber

Corporate Vice President & Managing Director, Global Business Services
Novo Nordisk

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When implementing AI many organizations use a piecemeal approach, where AI is adopted step by step to different sub-processes as and when needed (or budget allows). Unfortunately, this can create a messy outcome, with disparate systems and multiple solutions that don’t talk to one another. True AI transformation requires looking at the whole operating model and imagining how it can be completely optimized with the help of AI. In this session, we take the opportunity to envisage what true finance transformation looks like in the Age of AI and a roadmap to get there.

·      Examining the impact and potential of AI on the finance operating model

·      How work and people must change

·      Building a transformation roadmap to get there

·      Making your transformation human-centric

Sponsored by: AppZen

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One of the profoundly valuable aspects of a modern finance function is the ability to offer data that can transform decision making from reactive to proactive. Whilst traditional reporting focuses on historical data, AI powered analytics can leverage machine learning and predictive modelling to forecast trends, identify risks and optimize strategies. But how accurate is it? In this session, we examine, through real use cases the true impact AI can make on FP&A.

·      Integrating real-time data to enhance financial planning and improve CX

·      Moving beyond static, historical reports

·      How can you ensure your insight is accurate?

Sponsored by: Oversight Systems

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Most senior finance leaders are blind to a hard truth: their communications are failing. But how do we improve? We need to get back to the basics by speaking to those on the ground and the frontlines of our organisations and engaging with them authentically. 

In this session, we’ll expose the common pitfalls that render your messages ineffective and demonstrate how to turn the tide. We’ll also give insight into what to do in the case of M&A activity, as change management can become even more difficult. We’ll focus on: 

• The top 5 errors made in change communication.
• How to communicate change during M&A and transformation
• Authentically communicating with a global team; exploring how local language and cultural nuances count
• Making the Memo count – assessing finance leaders go from spamming to making memos less frequent and far more impactful

Adam Holmes

SVP Business Services & Communications
Publicis Re:Sources

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SSON research shows that less than 20% of finance leaders feel themselves “knowledgeable and ready” for AI adoption in finance. The same research shows us that, organizations are under pressure to deliver ROI for any solution implementation within the first 18 months, meaning that slowly experimenting with AI isn’t really an option. Finance leaders need to know exactly where AI yields the best ROI, the best way to implement it and how to measure the results. In this session all will be revealed, and we’ll delve into:

·      Real-life AI use cases within finance and which yield the quickest results.

·      Hard and soft benefits of using AI in finance to help you build the business case

·      Mistakes that slow you down