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?
• How are you overcoming friction in process & outcome ownership across
SS & business leadership?
• What are some ways you’ve started to mature business engagement and
service delivery quality?
• Propelling shared services to emerge as a strong partner to business
decision making and continuity
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 was recently subjected
to a cyberattack that compromised its
systems and shared services had to
ensure their support of critical services
were sustained. Hear how they battled
and sustained critical business support
• The BCP – what worked and
what will be adapted to improve
readiness and response?
Innovative means of providing
100% service output through
• Data security - improving
understanding and protection of
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.
• The impact felt from Covid19 on age care: an overnight shift
• The pivotal role of IT Shared Services in driving an agile response to crisis
- Strengthening intelligence, resource optimisation and more
• Progressing out of crisis: covering cost and managing the impact in a
• The challenge of change fatigue
• Supporting mind-set and mental health as top priority and new emerging
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.
1. Eliminate, Automate, Roboticize... Choosing the best strategy for your business
2. Digitising your Payroll – opportunities in AI & ML
3. AI in Shared Services – How will you know when you’re ready and where to start?
4. The Ultimate Guide to Optimizing Your Order-to-Cash Process
5. Exploring Blockchain & the Future of Finance Processing
6. Redesigning Work and Workflows for Business Resiliency in a New Era
7. Eliminating Biases Behind Bots
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
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
• 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
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
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.
· 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
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
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.
Setting up the architecture and culturally embedding an analytics practice is no mean feat and a comprehensive strategy for successful and sustainable implementation is essential. In this session, Venkat will share his wealth of expertise as the global lead for Tesco’s data analytics – tips, lessons learned and must haves.
-Starting with process mining
-Collaboration with enterprise architecture to bridge tools, applications and processes where complexity abounds
-Emerging technology and considerations in data structures, management and literacy
-The challenge of ensuring consistency in data quality on a global scale
• 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