COVID-19 has stripped away all non-essential business expenditure and shown Shared Services to be truly essential to business continuity. Across the A/NZ region there has been a great appetite over the last 2 years to move into a GBS/multi-service operating model and this momentum is increasing, with a sentiment to re-envision the role and value of the shared service. Pricing strategies adopted will also play a huge role in how the SS can make the transition from a cost-centre to a self-sustaining profit centre as well. In this session, hear perspectives of SS leaders who’ve trialled multiple approaches in their seasoned careers to shed insight into:
• How has Covid-19 changed your vision for the BAU Shared Service? Has
the value proposition changed from your perspective?
• What is the rationale behind the pricing approach you’ve taken around
your SS? Has this changed over time at all?
Business resiliency has become a ‘buzz-phrase’ in the COVID era. Businesses looked desperately to their Business Continuity Plans and leadership teams to guide them through the crisis. However, these plans could not have foreseen such a global, location agnostic crisis.
Businesses are now looking at how they can improve their risk and resiliency strategies to protect and prepare for another crisis. During the crisis, LionCo also navigated a cyberattack while preparing to go live with SAP4 HANA. Their business services team had to ensure critical services were achieved throughout.
Hear how they delivered critical business support with a revised BCP – what worked and what will be adapted to improve future readiness and response? Innovative means of providing 100% service outcomes during unexpected events.
Covid has shone a light on IT shared services as an agile enabler to resilience in crisis. This session will see Maria Paz, the CIO of Villa Maria Catholic Homes, share the response of shared services in age care during one of the largest pandemics in history. As a celebration of the sacrifice and commitment made by those in the health care sector during this period, she will share the pivotal role played by IT and the opportunities for positive, sustainable recovery as we progress into a new future for health care and shared services.
Pick Three - During this part of SSOW, you will have the opportunity to select 2 topics and will rotate between choices after 40 minutes.. Discussion groups are kept small to ensure all delegates get the opportunity to ask their most pressing questions, ensuring a perfectly tailored experience.
IDG A: HyperAutomate, Robotocize, Intelligently Accelerate
Hosted by: Adrian McKnight, Executive Vice President, Business Transformation Group, WNS
IDG B: Agile, Automated Reporting is the Key to Success
Hosted by: Insight Software
IDG D: Driving Impactful Transformation whist Cutting Costs
IDG F: Drive through your Change Management Agenda to Troubleshoot your Transformation
IDG G: Giving your Payroll Services the Digital Edge with AI & ML
Hosted by: Aurion
COVID-19 has been the greatest catalyst for workforce transformation. Digital readiness and workforce mobility are no longer optional. With the impact of crisis, businesses found themselves challenged to rethink workforce strategies and operating models. This session will explore:
While many institutions are looking at reducing their offshoring partnerships in order to regain control over processes which suffered during crisis, for some this is not an option. Bringing outsourced processes back in-house is incredibly expensive and time-consuming. So while they are looking to recover from crisis, what can organisations do to mitigate risk in their operations and strengthen current models, to ensure continued service provision, rather than flipping the model completely?
Covid19 uncovered many of the cracks in existing operating models, with companies heavily dependent on outsourced partners unable to control the provision of critical services to the business. Deciding on the right operating model continues to be a challenge for many. In the post-crisis era the focus is around cost optimisation and resilience. Here leaders will share the critical factors when deciding upon your own model.
This mini-masterclass presents the concepts and methodologies in the soon to be published authoritative book, ‘Changing the Game - the New Playbook for Leading Business Transformation’. With the need to accomplish effective change more rapidly, the authors will share a structured and highly practical approach that combines global leading practice and case studies. It will provide you with real world and battle-hardened tools to guide you in leading, managing and advising on transformation programs covering:
· Taking stock of current performance
· Gaining buy-in and creating a mandate for change
· Mapping the journey to define the way forward
· Mobilising the organisation to deliver
· Executing and tracking results
For the first time, data analytics emerges as the single most common service delivered by global SSCs. According to SSON Analytics in 2020, 60% of respondents confirmed they provide data analytics support to their business customers.
However, big data can be complex to manage and untangle. The recent crisis proved that a strong data analytics practice can be incredibly valuable. This session will explore what it takes to develop a sound data strategy to drive decision support across the back-office and beyond.
In this session, hear how Jamie is maturing Fonterra’s Shared Services by engineering a solid data foundation for its SS to move up the value chain around business partnering. Jamie will uncover insights around:
Shared Services leaders have been aware of the opportunities that a strong data practice can offer. Crisis only magnified this, with increased need to understand the business and customer at speed. Those who data practice was already embedded and advanced were able to respond and recover from the blows of crisis with speed and agility, which only further highlighted the need to invest in this space for those behind.
Becoming a “data-driven” organization has been a top priority for many organizations over the past decade. However, a global survey of executives at more than 85 large enterprises this year suggested that less than 40% of respondents said their organizations compete on analytics or manage data as a business asset, a number that has changed little from previous surveys. Only 24% call their organizations data-driven and just 24.4% report success in forging a culture around strategic data use.
Venkat will reflect on the reality of the industry aspiration, and a few thoughts on becoming a truly data driven organization.
1. What is a truly data driven organization?
2. What should a ‘data-driven’ culture take the organization towards?
3. What is the maturity evolution in the journey, and what are the key milestones / pitfalls to avoid?