COVID-19 has stripped away all frills, and shown that Shared Services is truly essential! There has never been a time where we have been given greater clarity on what needs to be done, to support our business partners and customers so that we can keep them going. It would be remiss for CEOs and business leaders to just merely look at crisis management and business contingency plans. Shared Services Organisations should fully capitalise on the new opportunities provided by COVID-19 to propel their organisations to greater heights. The ambition should be to emerge stronger than ever before, even as we have to face with the crisis of today. Chief Executive Dennis Lui, who took over the reins at VITAL Shared Services will share his thoughts on:
• Taking over a Shared Services Organisation in the midst of a crisis outbreak
• Navigating leadership challenges in the era of COVID-19 and Work-From-Home era
• Looking after our people and amplifying their work during COVID-19
• Strategising and positioning Shared Services to emerge stronger in the COVID-19 environment
Transforming Shared Services into a Digital Business to Generate Value
· Mapping your digital stream to identify and strategise digital transformation
· Identifying the role of IT SSO and functional teams to deliver a seamless digitisation project
· Leveraging on the convergence of human and digital to deliver a great customer experience
The future of work is from anywhere, at any time. It has become increasingly difficult for “HR” to define a workforce in its workplace as the lines are now blurred. COVID-19 pandemic has significantly affected GBS business volume and consequently, employee engagement and retention has proved challenging. With the recent COVID-19 outbreak, How much has the future of work changed, and what can we do about it?
· Exploring how the recent COVID-19 pushes the workforce to embrace the future of work
· Comparing the impact to GBS for industries with significant increase and decrease in business volume
· Discussing “the new norm” – Work from Home (WFH) or Work from Anywhere (WFA)?
· Enabling a digital workforce to drive agility, continuity and mobility
· Using scorecards to transform the way business processes react to functions
· 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
· Establishing high-levels achievable goals that benefit the employees and businesses
Future Work Force Panel
COVID-19 has been the greatest catalyst for workforce transformation. Digital readiness and workforce mobility is no longer optional, it is critical. This pandemic forced the review of the relationships between individual, organisation and society. Business and government are challenged to rethink their workforce strategies and bridge crisis respond to the new norm in the area of workforce design.
· Exploring methods of employee engagement, measuring productivity and getting the right outcome
· Identifying areas of work that can be operated working from home and steps towards enablement
· Exploring modular workforce network structure as a potential structure for future workforce
· Exploring how people management evolves alongside with technology
· Aligning function, structure, competency and setting expectations
· Identifying the right digital culture and the right training to bring forth people, culture and technology symbiosis
The global COVID-19 pandemic have thrown businesses off the rails. In this session, we invite 6 Shared Services leaders to lead “Solution Clinics” focused on different topics. Each “Solution Clinic” addresses a critical issue that a Shared Services Organisation might be facing due to recent global changes. Participants will have the opportunity to participate in 1 Solution Clinic for a 1-hour discussion.
· Defining key leadership competencies for organisational change initiatives
· Leading organisational transformation with stakeholders buy-in
· Bridging leaders and managers to unlocking your team's potential
· Identifying the importance defining responsibilities of Procurement SSCs
· Implementing a competitive multi-sourcing model to reduce capacity gaps
· Planning an effective category and supplier management framework to reduce risks and maximise value