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:

• Crisis and becoming location agnostic
• New digital processes in a non-location dependant shared services era: steps towards enablement
• Enabling a digital workforce to drive agility, continuity and mobility
• Exploring modular workforce network structure as a potential structure for future workforce
• Exploring methods of employee engagement, measuring productivity and getting the right outcome

Trudi Mares

Executive Director
Transport Shared Services, Corporate Services Transport for NSW

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Susan Kinobe

Executive Director, Corporate Services
TAFE Queensland

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Peter Tow

Director of PMO
Western Sydney University

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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?

• What crisis demonstrated: outsourcing and reliance
• Mitigating that risk to maintain stable service level when bringing in-house is out of the question
• Upskilling people to be able to manipulate and consume the huge data sets available in real time
• The challenge of embedding benefits measurement in legacy environments of low maturity

Melissa Hankinson

Deputy Director of Quality & Service Improvement
University of Canberra

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Ginger Nocom

Enterprise Change and Transformation Consultant
Optus

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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.

• What does ‘assessing business need’ mean and how do you start?
• What Covid showed us
• Overwhelming choice: details, distinguish, decide.
• Benefits of RPA, ML and IA – are you ready?
• Opportunity vs over-complication

Santhoshi Chander

Associate Director, Business Performance
HealthShare NSW

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Tamer Hegazi

National Operations and Supply Chain Manager
Visy

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Beth Ryan

General Manager, Business Enablement
nbn Australia

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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

Michael Vullings

General Manager, Business Process Improvement
Newscorp

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Graham Christie

Co-Author
Changing the Game

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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.

• Crisis triggering a more immediate need for insights from data
• Intricacies and challenges of handling Big Data: cleansing, reconciling, storing, etc
• Examining critical data and creating dashboards and insights for improvement
• Developing a set of criteria and learning to set a clear target for value and timeline

Mike Hill

Head of Centre of Excellence and Sourcing
MLC Life Insurance

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Siddhartha Banerjee

General Manager of UI-UX Center of Excellence
VOIS (Vodafone Intelligent Solutions)

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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:

• Developing the business case to secure resource and funding towards building a mature data insights and reporting capability for the shared service
• Examples of reporting insights and value add services that are improving SS business support
• Overcoming challenges with legacy and siloed systems to create a high quality, reliable data foundation
• Upskilling SS staff to leverage and evangelise data-led thinking within the organisation

Jamie Taylor

GM, GBS
Fonterra

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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?

Venkat Raghavan

Associate Director & Global Head of Enterprise Analytics
Tesco

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• The relationship between procurement, supply chain and operations at Visy
• Planning through crisis and avoiding panic
• Leveraging new opportunities in stock hold and local vendors
• The future for supply chain simplification and visibility
• The challenge of lacking perpetual stock and inventory control

Tamer Hegazi

National Operations and Supply Chain Manager
Visy

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