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Pre-conference SSC site visits - 20 November 2017

11.00 Site visit 1: Swiss Re Business Solutions / Site visit 2: Johnson Control Business Centre


11:00 – Registration at The Melia Vienna hotel foyer

11:15 – Depart Melia Vienna hotel

12:30 – Arrival at first site visit location

16:45 - Depart back to Melia Vienna hotel

17:15 - Arrival back at Melia Vienna hotel

Transportation to/from the site visits will be provided. Delegates are therefore kindly requested not to make their own travel arrangements to the site visit locations.

Swiss Re Business Solutions

Swiss Re Business Solutions in Bratislava was established 10 years ago and employs approximately 1,300 full time staff, 92% of whom are university graduates and 85% of whom are millennials, speaking 28 different languages. The centre services 65% EMEA, 25% Global, 7% Americas and 4% APAC and is part of a network of centres with an aligned strategy, operating model and management structure located in Bratislava and Bangalore with a third centre under construction.

The Business solutions centre delivers Finance, IT, Technical Accounting, Asset Management (back-office and mid-office globally), HR and Business Services. The primary focus is a strive to become Centres of Excellence across all functions with a heavy emphasis on people, including branding and recruiting as well as developing technical skills. They are also developing innovations with a virtual workforce of 18 robots and growing, as well as transforming to become a more analytical centre.

Johnson Controls Business Centre

The Johnson Controls Business Centre in Bratislava was established 10 years go and employs approximately 1,250 full-time employees, focusing on Finance, FP&A, Purchasing, IT, HR, Tax, Internal Audit and other global functional processes.

The Bratislava Business Centre is Johnson Controls’ largest shared services centre and is part of a global network with a cohesive strategy, operating model and management structure applied throughout locations in Bratislava (SK), Manchester (UK), Dalian (Asia Pacific), Monterrey (MX), Mexico City (MX), Indianapolis (US), Westminster (US) and Boca Raton (US).

The primary focus of the centre is to ‘move up the value chain’ – with initiatives in place to expand their process scope and support both business savings goals and the ongoing M&A activities taking place within Johnson Controls. They are also developing innovations with a growing virtual workforce of 10 robots.

Day 1 - 21 November 2017

9.45 Plenary 2: BP - Transformation of Global Business Services for a digital age

We are already living in a new age driven by increased mobility, accessibility and the positive disruption which technology is having for consumers, companies, customers and suppliers. The pace with which adoption is occurring across the shared services industry is exponential relative to anything we have seen in prior years and will result in a major shift in traditional operating models for shared services on a global scale. From the perspective of GBS in BP, this means exploring fundamental shifts around ways of working, impact of automation on service delivery, potential for increased agility on a global scale as well as the material shift in human capital as the nature of work being performed is radically change by digitisation. Linked to this, Philip and the team in GBS are exploring:

  • The real impact which robotics and automation can have on shared services across our industry
  • How this will shape new virtual operating models which remain cost optimised but are more virtual, agile and fit for a new generation of shared services staff
  • How shared services as a product is likely to evolve in a world without material transactional volumes performed manually
  • Evolution of human capital strategies to meet needs of new operating models, services and the impact of technology
  • How location strategy and the view we have of ‘FTE scale’ is likely to also change
  • Finally value proposition – how this will change in this new age as we move beyond cost and business value towards ‘enterprise value’

Join Philip in exploring the above and sharing some of the lessons which BP has already learned along the way.


10.25 Plenary 3: Shared services and smart machines: How humans and computers will work better together

Today’s technology landscape is changing rapidly. Artificial intelligence, cognitive computing, robotic process automation, natural language processing and generation, and distributed ledger technologies like blockchain present both new opportunities for global businesses and also the threat of significant disruption. But what is their impact on shared services? Will smart machines replace human workers, as many commentators predict? Or will these technologies usher in a new era of meaningful human employment. In this presentation, Matthew Howard will explore:

  • What are these disruptive technologies? What’s myth and what’s real?
  • What is the impact and potential benefits of these technologies?
  • Why does Deloitte think that the future of work won’t be mass unemployment?
  • How should shared services organisations think about working differently in the future?


Break 30 mins - Analytics demo running during the break

11.10 Analytics Demo: VISTA

In the last five years, financial and non-financial institutions have lost over $19 billion due to unauthorised trading incidents and fines resulting from the failure to spot trading misconduct across all asset classes. At the same time, spending on surveillance and best execution has increased significantly, yet firms are still struggling to meet regulatory requirements and identify trading misconduct effectively.

Introducing Vista, a wholesale trading risk and performance management advanced analytics portal, designed to provide a consolidated interrogation toolkit and view of activity and primary risks across trading desks within investment banks and multinational investment trading firms. Vista fully integrates with existing infrastructure, consolidating and augmenting outputs, alerts and processes, providing a clearer view of prioritised risks and issues ultimately supporting the creation and delivery of quality MI.


Move to breakout series one

11.35 Focus 1: Business Partnering in a digital world

Digital represents an opportunity to rapidly analyse massive volumes of data and to distribute information and knowledge to decision makers. These shifts are not only driving operational improvements, they’re also creating more appetite for insight. Finance needs the technology, the operating model and the talent to keep up. This focus session will provide the opportunity to explore the impact of digital advancements on Finance business partnering, specifically:

  • How can Finance and shared services better partner the business in a digital economy and what digital enablers can be used?
  • How is digital changing the role of the Finance business partner and Finance shared services?
  • What new skills and behaviours or operating models are required within Finance?
  • Digital DNA – what are the key characteristics of digital organisations?
  • How can you lead the digital transformation?


11.35 Focus 2: UBS - Building the future with Robotic Process Automation (RPA)

UBS have been working with Automation Anywhere for 18-months and now have an ever growing digital workforce in production. In this session join, Nathalie Benton Skerritt, Group Technology: Group Wide PM for Robotics & Process Automation at UBS and Rob Hughes, Senior Director, EMEA Marketing, Automation Anywhere for an enlightening discussion on the looming challenges for businesses and scaling RPA at an enterprise wide scale:

  • Learn how UBS ramped up to a group wide RPA Centre of Excellence and what challenges they faced along the way;
  • Understand what structure needs to be put in place in order to scale robotics to this level; and
  • Learn how you can make an organisation wide robotics capability sustainable for the future.


11.35 Focus 3: Meta - Creating the brain capacity to lead

The explosion in technology developments, has created a shift in terms of the way we view the future of shared services / GBS organisations – and with that, comes a heightened focus on how we shape and develop our future workforce. As a leader - this is yet more challenge to navigate on top of running a world class Shared services or GBS organisation (for some of you on a global scale).

Even before we have a conversation as to what this means, how do you ensure you have the internal [brain] capacity to manage this? When you are no doubt already managing the workload of two people? Capacity to deliver is not the capacity needed to excel.

With smarter working becoming the norm in our sector, how do we create the capacity in ourselves to lead effectively? With a slight departure from the ‘standard’ conference sessions – here we have enlisted the help of Jo Clarkson, CEO of Meta to engage you in a conversation/micro-workshop on:

  • Recognising we have an issue: the modern interpretation of ‘capacity’
  • What does building brain capacity mean and how do you put this into practice
  • Why it’s important to give your brain a break
  • Simple principles to enable you to build your brain capacity


11.35 Focus 4: Impact of Future of Work on SSCs

The rate of change in technology is faster than ever before. Artificial intelligence, robotics and cognitive tools are growing in sophistication. Added to this, the gig economy is gathering pace and the maturity of alternative delivery locations is increasing. These factors are creating a burning platform for organisations to reconsider how they design jobs, organise work and plan for the future. In this session, we will consider:

  • How the way shared service centres (SSCs) deliver work needs to change in order to take advantage of these future of work disruptors
  • Which roles are likely to see the biggest impact as a result of the changing nature of work
  • The role that SSCs need to play to contribute to the future of work debate in their wider organisation

You’ll also have the opportunity to see robotics in action to see how automation works in practice.


11.35 Focus 5: Leiden University - Moving up the value chain into predictive analytics and artificial intelligence

Leiden University has transformed through its Continuous Improvement journey into a finance shared services with fully digitalised processes. Through concrete results from daily data analytics, the shared service centre has moved away from a purely administrative role to becoming a business partner. Since speaking in 2016, the ambition for the shared services centre is to incorporate HR and use more data analysis techniques to predict risks and support decision-making. In this session, Rob van den Wijngaard will:

  • Provide examples of how the use of data analytics, artificial intelligence, and predictive modelling positions managers to take strategic decisions that mitigate company risks and drive continuous improvement
  • Draw on first-hand experience to discuss the lessons learned, the good practices, and the mistakes they made along their journey
  • Share the next steps of the journey for Leiden University for the near future and the expanding scope of the Shared Service Centre to include HR


11.35 Focus 6: The New Landscape of Work: Will GBS/SSCs prove to be the pioneers of technology-led workplace innovation? Or an opportunity missed…?

In businesses around the world the workforce is changing. The expectations of workers are changing. How work gets done is changing. The tools of work are changing. The work itself is changing. There is an entirely new future landscape for work.

This break-out session presents a diverse range of Deloitte and Vita research that suggests that the GBS/SSC environment should be at the forefront of this “future of work”, successfully capturing the benefits of technology-led workplace innovation, the energies and aspirations of the Millennial workforce and the power of the connected corporation. Or will it be an opportunity missed?

The research considers how we are motivated at work and how we create and collaborate. And how to best manage our future work, the tools and technologies that will enable us, and the places where we come together to do it.


11.35 Lab 1: The role of shared services in the 'analytics adventure' - support service or spearhead?

We’ve all heard the buzzwords and we’ve all read about the trends – the volumes of data are growing exponentially; every graduate coming out of university is a data scientist ‘whizz kid’; and if you close your eyes for too long, a robot will steal your office. But what this really boils down to is a step change in the way organisations think about and invest in building analytics capabilities – and we aren’t just talking about systems and platforms. Data, and the insight you can get from it, is being interwoven into the very fabric of organisations, whether that’s the next best offer you receive on your car insurance premium, or the training courses you put in place to retain your top performing factory workers.

So what’s all this got to do with shared services or GBS? - What role are we expected to play in our organisation’s move to become more analytical? The answer could be a little, or it could be a lot. Hear from peers on how they have approached the opportunity in their businesses.

This lab will help you decide where you sit on the spectrum of data support-service, analytics advisor or insight delivery spear-head.


11.35 Lab 2: Where to locate in the digital age?

Accelerating digitalisation; increasingly complex delivery models for shared services centres (SSCs) and GBSs; the global war-for-talent; political and economic unrest in the traditional shared services destinations are all factors that make the decision from where to source ever-more critical. Join this lab to learn about the latest trends in SSC, GBS and BPO locations. You will hear how a company’s location search and solution actually lead to a transformation of its business model, a renewed culture and innovative solutions to the war-for-talent in one of Europe’s most popular shared services destinations. This interactive lab will show how some key questions can already help you to eliminate the location options for establishing or expanding your service delivery organisation. We will also discuss how location may impact your Target Operating Model design, or in a worse case: stall your growth.


11.35 Discussion Forum 1: Head to head - Robotics vs Business Process Outsourcing

Robotic Process Automation (RPA) has the ability to complete rules based activities quickly, accurately and cost-effectively and is becoming more and more common as a delivery model in shared service, captive, and outsourced operations. This technology is an alternative to outsourcing and offshoring. Or is it? Business Process Outsourcing (BPO) providers are leveraging RPA to deliver savings to their clients. This session is a head to head discussion on the impact of RPA on BPO, and whether companies should choose to implement robotics themselves, or use a BPO provider to deliver the benefits of automation.

Panel to be chaired by


11.35 Discussion Forum 2: Of the different ‘models’ of shared services / GBS - how do you select which is right for your organisation?

There are already a number of different ‘flavours’ of GBS which have been adopted by different organisations from the ‘ownership’ to the ‘landlord’ model – and many variations in between. The renewed focus on automation / digitisation also further muddies the water in terms of what could in the future be the optimum operating model for shared services / GBS. During this session, Deborah Kops will use her extensive experience to deconstruct the different models, and discuss how your own unique organisation set up and starting point needs to drive your decision making. Debate will focus on:

  • What are the different models / structures which are emerging as likely optimum operating models for the future?
  • Why more than ever, we are moving away from a ‘one size fits all’ model
  • What sorts of organisations can do different structures?
  • What are the ingredients you need to consider: Current level of automation, talent pool (inc. millennials), background of leader, maturity of your existing operation, & sponsorship


11.40 Analytics Demo: Business Travel Analytics (BTA)

In today’s highly globalised corporate environment, staying compliant from a tax and immigration perspective presents a significant challenge for multi-national corporations. More and more overseas business is conducted via ad-hoc business travel rather than traditional structured and longer-term assignments. The ad-hoc nature of business travel together with the increasing focus of authorities across the world to clamp down on compliance of travellers presents an immediate challenge for employers.

Fortunately for our clients, recent technological developments using our “Business Travel Analytics” service mean that we can now address this in an efficient and pro-active manner. Our service allows us to process data from existing corporate sources, track individuals through our dedicated mobile application and carry out immigration and tax compliance assessments both after but also before travel to prevent adverse corporate and individual positions arising. The focus of our service and approach is based on maximising the experience of our clients and individual travellers.


12.00 Analytics Demo: VDX

Many organisations are now thinking about how best to implement analytics capabilities and how far analytics can transform how business decisions are made. Deloitte’s Visual Decision XcceleratorTM (VDX) is an example of how analytics can transform the way data analytics is used to make business decisions. VDX provides real-time, visual representation of the impacts of key options regarding an organisation, process changes and locations when considering shared services and outsourcing and showcases how analytics can help improve decision making at your organisation.


Move to breakout series two

12.25 Focus 7: NGA Human Resources - Shared Services led end-to-end finance transformation in a mid-size company

NGA Human Resources, a mid-size HR and payroll technology solutions and BPO company, faced significant cost and productivity challenges in its Finance organisation which was hampered by the effort spent on non-strategic transactional activity, underinvestment in technology and high cost. It embarked on a transformation of the Finance organisation to better support strategic decision making, reduce cost, instil end-to-end process ownership and better utilise technology. NGA’s shared services and newly established reporting and analytics Centre of Excellence (CoE) are at the backbone of this transformation. During this session, Stuart Ross, NGA’s CFO, will share his ‘recipe for success’ and how the team managed so much change in parallel:

  • How to secure and retain buy-in from the broader executive team
  • How to use your business case as an effective stakeholder management tool
  • How NGA built trust in their shared services and CoE
  • How NGA effectively managed the scale of change across the Finance people, processes and technology


12.25 Focus 8: Employing a Cognitive, Digital Workforce

Cognitive technologies are enabling a new level of process automation. New, unstructured processes such as human interaction can now be automated using software like IPsoft’s Amelia changing the way technology supports customers, employees and businesses. This breakout will take a look at how BuyIn, the strategic sourcing entity of Deutsche Telekom and Orange, has employed digital labour to further enhance customer experience and drive down costs to create new standards for front and back office delivery.


12.25 Focus 9: Delivering operational transfer pricing within a GBS environment

Making sound tax decisions as businesses change their commercial and operational models in a disrupted world is challenging. Doing this in a world of unprecedented scrutiny upon tax affairs of corporations, while the international tax system goes through a period of transformation, including demands to be transparent, is even harder. New global regulations are being implemented under the OECD Base Erosion and Profit Shifting (BEPS) programme increasing compliance and transparency burden on corporations. This session will provide:

  • Insights from 2017 Deloitte Tax function market research covering global multinationals with revenue of more than US$200m across a spread of HQ and subsidiary locations
  • A deep dive into operational transfer pricing, with case studies outlining how GBS capabilities have been deployed to help deliver on new OECD BEPS requirements
  • Insights around how to establish operational transfer pricing capabilities within GBS structures to deliver on these requirements


12.25 Focus 10: Global Payroll: Making it work in practice

All multi-national organisations are faced with a number of choices in attempting to provide an optimal and efficient payroll service to their employees, not least of which are whether or not to outsource and how to balance global scale with local requirements. In this session we will explore what are the ideal conditions to make a global / regional payroll service work, providing the details from one organisation’s journey as well as a view from our experience across a range of clients. This session will address a range of questions, including:

  • Whether a global / regional service will only work with a shared service centre
  • Whether a harmonised set of processes across all countries for the global / regional service is required
  • What internal resources are required if you are going to outsource payroll to a single provider
  • What governance structure do you need in place
  • What activities will the global / regional provider not undertake, that you will still need to support internally


12.25 Focus 11: Transitioning a workforce - getting your workforce transition approach right first time

Workforce transitions are a challenging process for any company. The transition from old ways to new ways of working is a challenge for individuals and teams at all levels within an organisation. Failure to manage the people and cultural aspects of a transformation programme effectively can lead to delays, prevent the realisation of initial and continued benefits or even halt programmes entirely. During this interactive session, Ad Bourgonje, workforce transition expert at Deloitte will share:

  • The agile framework and plan you can put in put in place to ensure as smooth a transition as possible
  • Hints and tips to engaging with works councils and trade unions
  • How you can approach and maintain employee engagement when you are dealing with a drastically shifting organisation structure
  • The growth in robotic automation – to what extent will robotics impact the retained organisations capabilities and change the way we approach future workforce transitions and engagements with works councils


12.25 Focus 12: Design thinking in shared services and GBS

We are in a new era of digital transformation. Most businesses are now embracing digital innovation and agility, but this has uncovered challenges in unlikely back office areas. It is time to apply the discipline of 'design thinking' and 'agile' into the core of organisations. Join Olivier Binse and Richard Small from Deloitte to:

  • Understand how design thinking and agile delivery methods are important waves of change, driving customer-focused innovation, flexibility and pace in the “digital world”
  • Bring to life how these techniques are helping to transform businesses front-to-back


12.25 Lab 3: Digital business services

During this lab we will explain how digital technologies can drive automation so shared service centres (SSCs) can focus on engaging the business to standardise processes and minimise exceptions. Come along with what you think the future SSC will look like, test some of your ideas against our thinking and we can all share our experience of how digital is transforming SSCs. We will also showcase some digital technologies being used today which will reduce travel costs, improve carbon footprint and engage the business in a new and exciting way.


12.25 Lab 4: RPA process feasibility assessment (session repeated on day 2)

During this lab we will work with the participants to identify processes that are good candidates for Robotic Process Automation (RPA). Come along with the processes that you would like to automate and as a group we can identify experience of automating similar processes, changes that may be required to the current process, reporting requirements, likely exception paths, scenarios that would need to be tested, change management and a go live strategy. Drawing on the experience of our clients, we will also consider the likely benefits of automation, both financial and non-financial, and the development of a prioritised portfolio of opportunities that could form the basis of your implementation roadmap and business case for RPA.


12.25 Lab 5: ‘Crunchy questions and tactical actions’: Kick-starting your analytics journey

  • Myth #1: you must have all your data organised and quality controlled before you start your analytics journey
  • Myth #2: you have to be a ‘triple PhD rocket scientist’ to really ‘do analytics’
  • Myth #3: you have to spend your annual budget on technology before you can even get started

Don’t fall into the common traps. There are plenty of exciting, experimental steps you can take with analytics in your shared services or GBS without breaking the bank or learning ‘programming’ language.

In this lab, your peers will show you the ‘art of the possible’ analytics projects they’ve executed and the benefits they’ve generated.

Once armed with sufficient inspiration, it will be your turn to brainstorm and ‘canvas’ a future analytics project that helps answer a real business question that you or your customers in the business have today, and create a 60 day plan to solve it.


12.25 Panel 1: Next generation shared services models in the public sector

Over the past five years the Public Sector has increasingly seen shared services as a core part of its business operations. However, in our increasingly complex political environment, carving out the right model to suit is far from simple. In this panel our UK Public Sector Lead for shared services, Deborah Gregg will lead a panel on what are the next generation shared services models in the public sector sphere. What models exist and how can these be implemented? This discussion will explore areas such as:

  • The key trends disrupting public sector shared services models
  • The emerging innovative business models
  • Advances in technologies - how the digital world is impacting shared services models in the Public Sector
  • Examples of how Public Sector organisations are stepping up to meet these challenges and embrace these opportunities

Panel to be chaired by


12.30 Analytics Demo: Pathfinder - The rapid diagnostic tool

This session showcases Pathfinder, a web-based assessment tool that spans 8 strategically important functional areas across an organisation. Pathfinder provides qualitative analysis based on question banks, providing a focal point for interviews and discussions and quantitative analysis through targeted benchmarking to identify areas of inefficiency compared to other global organisations. It offers a flexible approach and rapid delivery at the beginning of an engagement to support prioritisation of initiatives.


12.50 Analytics Demo: MoneyBack

This session will allow you to identify, prioritise and manage recovery opportunities in accounts payable, such as duplicate payments. MoneyBack is a low-cost, fully online self-service tool. Designed by spend recovery expert it can be used to help prevent and detect overpayments to suppliers which can amount to up to 0.3% of expenditure per annum. MoneyBack enables businesses to quickly and efficiently analyse accounts payable data and identify areas of spend recovery, it uses sophisticated data analytics to identify and prioritise the results for investigation, and provides an online management system to allow teams to manage and track the value of recoveries.


Lunch 1 hour 15 mins - Analytics demo running during the lunch break

13.20 Analytics Demo: BEAT & EMILIE

This session will show how to apply cognitive technology to monitor voice interactions based on speech, behavioural and human emotional tendencies. BEAT is an application which analyses a portfolio of interactions and provides a relative risk based segmentation in areas of Shared Service such as help desks and contact centres.

  • Analysis is not limited to Language (what was said) but identifies behavioural characteristics (how it was said) which could lead to potential negative outcomes
  • The ability to complete first and second line reviews, with an audit flow component
  • The tagging mechanism allows the underlying machine learning models to predict interactions which are more likely to lead to a negative outcome, allowing a firm to intervene sooner in the lifecycle
  • Increase the scope of review and provide remedial action to the benefit of customers. Targeted training and development of staff based on the outcomes from the reporting dashboard

EMILIE (Electronic Messaging using a Live Intelligence Engine)
EMILE is a chatbot created using cognitive technologies. It simulates a human conversation by predicting the user’s intent and recognising key references, continuously learning from its mistakes, becoming more customised for the end users. The application is being developed to support diverse range of uses, from 24/7 IT help desks in shared services all the way to compliance departments within financial services.

The technology is built using IBM Watson’s Natural Language Processing and Machine Learning platforms, combined with custom code in open source software.


13.55 Future of Operations

The 4th revolution is here now as changes in technology, work habits, and consumer preferences require businesses to develop more digital, automated, cognitive-based, and customised advancements. Through understanding and leveraging the Future of Operations, companies and organisations can take advantage of the opportunities presented by the 4th Industrial Revolution to meet business needs, grow, and evolve, and better serve their customers.


Or alternative analytics demos

13.20 Analytics Demo: Real Time Close

The next step in the evolution of financial performance management is Real Time Close (RTC). Our RTC demo will demonstrate how a visual interface, enabled by daily data feeds and sophisticated algorithms is able to support variance analysis and predict a financial performance on a daily basis with increased accuracy across financial and non-financial indicators. RTC will enable delivery of continuous financial insights for organisations by leveraging elements of continuous accounting, real time reporting and predictive analytics powered by SAP Analytics Cloud, a next generation planning, predictive analytics, and business intelligence SaaS solution from SAP.


13.55 Analytics Demo: Digital Boardroom

The Boardroom of the Future, also known as ‘Digital Boardroom’ is a next generation, digital solution that contextualises the boardroom experience across people, places, and devices into a real-time enterprise experience. Built on SAP Cloud for Analytics the SAP Digital Boardroom integrates with SAP S/4HANA Lines of Business data and other applications and data sources to provide a single source of truth about a company’s most important business metrics to monitor, simulate and drive change in the digital economy.


Move to plenary

14.30 Plenary 4a: Standard Chartered - Revolution from within: transforming a mature shared services centre into a client-centric global business services partner

In 2001, Standard Chartered established an offshore shared services centre in Chennai, India as a wholly-owned subsidiary called SCOPE International. Within 16 years, SCOPE grew to include 24,000 full time employees across centres located in China, India and Malaysia, providing the core systems and processes which keep the bank running and delivering a multitude of services including data analytics, finance, financial crime monitoring, human resources, software, technology, legal, regulatory compliance, banking operations and client care capabilities.

More recently, the bank’s management perceived that the value-add from this organisation had started to plateau, and recruitment was beginning to be a challenge. In late 2016, Standard Chartered embarked on an aggressive transformation programme to reposition a back office function into a global business services organisation. It has embarked on an ambitious transformation programme with the aim of increasing its coverage of the bank’s operational processes from 38% to 65%. The programme is underpinned by digital technology investments and the introduction of Agile and Lean principles across the organisation. Core to this transformation programme is the development of a strong leadership team and organisational culture - repositioning SCOPE to Standard Chartered, bringing the organisation closer to the bank and its brand promise. During this session, Matthew will discuss:

  • The legacy of SCOPE and building an appetite for change: why the top-down approach came first
  • Importance of getting the governance right
  • Building connection to customers and business partners
  • What’s in a name: the power of a brand from the perspective of people and culture
  • Preparing for change: building methodology to be able to migrate work offshore in an efficient way
  • GBS at the cutting edge of business: creating ecosystems and leveraging the power of data


15.10 Plenary 5a: Driving service excellence bottom-up at Tarmac

In 2015, Tarmac ran a customer satisfaction survey which suggested that customers perception of service levels was way below where the team wanted to be. In response, Tarmac launched a bottom-up driven service excellence programme. The starting point was an open dialogue with customers about what good customer satisfaction looked like. The entire shared services team was then given remit to design principles and behaviours that would underpin the way they interacted with customers and colleagues alike. This in turn was cascaded through performance metrics and reward and recognition programmes by the leadership team. During this session, Andrew Parris will share the Tarmac framework for service excellence as well as talk about the benefits of this new way of working as a backdrop to their robotics programme:

  • A short history of the Tarmac shared services centre: from stabilise, to SOX, to automate
  • Impacts of losing focus on the customer
  • Developing an organic / bottom up service excellence programme
  • Turning the programme into the way we do business
  • Future opportunities including the growth in automation


Or HR focused plenary

14.30 Plenary 4b: Human Capital trends and the implications for HR shared services

In an age of disruption, business and HR leaders are being pressed to rewrite the rules for how they organise, recruit, develop, manage and engage the 21st-century workforce. This workforce is changing. It’s more digital, more global, diverse, automation-savvy, and social media-proficient. At the same time, business expectations, needs, and demands are evolving faster than ever before.

Join Brett Walsh, Deloitte’s Global Human Capital Lead Partner, and Emma Leonis, Deloitte’s UK GBS proposition lead for HR as they discuss the ten key trends that emerged from this year’s Human Capital Trends report and their implications for shared service organisations.


15.10 Plenary 5b: Panel: How emerging HR technologies can power a personalised HR customer experience

Organisations are responding to major business and workforce disruptions. In this digital world with increasing transparency and the growing influence of Millennials, employees expect a productive, engaging, enjoyable work experience. Rather than focus narrowly on employee engagement and culture, organisations are developing an integrated focus on the entire employee experience, bringing together all the workplace, HR, and management practices that impact people on the job. A new marketplace of pulse feedback tools, wellness and fitness apps, and integrated employee self-service tools is helping HR departments understand and improve this experience.

In this session chaired by Richard Coombes, Deloitte’s UK HR Transformation Lead Partner, we hear from three global market leaders in their business area describe how employee experience formed a central part of their HR Shared Service Transformations and how the implementation of improved technologies had a positive impact on their people.

Panel to be chaired by


Break 30 mins and move to plenary

16.20 Plenary 6: The move to a more digital business services organisation at Unilever

Unilever's Enterprise and Technology Services organisation (ETS) provides IT, Finance, Supply Chain, HR, Workplace, Project Management, Information and Analytics services to Unilever’s Euro50bn global business in more than 100 countries. With over 4,500 employees spread across five near and off-shore centres and a further 7000 people working on behalf of ETS in partner organisations, ETS has provided significant cost and operational advantages to the company. Applying digital technologies to further these objectives is currently high on the agenda. James Bruce will summarise the ETS journey so far and focus on some of the more interesting initiatives ETS is currently driving:

  • Reimagining HR Service Delivery leveraging artificial intelligence (AI) chat bot technology for a better employee experience
  • A national-scale pilot to radically rethink the target operating model for shared services within the organisation – including how far up the value chain shared services can realistically go
  • Moving towards no-touch sales & operational planning
  • Platforms for world class information and analytics across the business
  • Zero based budgeting


17.00 Plenary 7: Panel - Emerging digital technologies

The hottest word right now in the shared services space is probably ‘digital’. But what are these digital technologies and which ones should you be seriously looking at implementing? Are the benefits simply headcount reduction or can they improve your service delivery and analytics capability? Our panellists all have experience from the coalface and will discuss:

  • What successes have they had with the various digital technologies such as robotic process automation, artificial intelligence, chat bots, natural language generation, cloud and blockchain
  • Which of these technologies are mature enough to give a good ROI and payback now – and what scale is required for a good business case
  • What will the human / digital workforce look like by 2020
  • What are the key change management issues and how do you overcome them

Panel to be chaired by


Speed networking - Hosted by Nick Prangnell and Candice Sieg

Evening event

Day 2 - 22 November 2017

8.45 Plenary 8: Ian Stewart’s ‘Wednesday Briefing’

As Chief Economist at Deloitte, Ian is responsible for identifying, communicating and advising both boards and companies – helping clients anticipate the impact of changes to the macro-economic and financial markets across the globe. Whilst no one can totally predict the nature of emerging changes, during this session Ian Stewart will discuss:

  • The key macro-economic / political and socio-economic changes ‘hitting the headlines’
  • Areas that are likely to be more disruptive to shared services / global business services organisations in the next 18-24 months
  • The impact that these changes may have
  • What leaders can immediately do to help prepare for these changes


9.30 Plenary 9: Solvay - Using technology and simplicity as an enabler for greater customer connections & experience: Put your GBS at a fingertip from your internal and external customers

According to Guy Mercier of Solvay Business Services, the administrative industry of shared services and GBS is significantly lagging behind other industries in terms of the automation of process-based activities. Guy attributes some blame to over-structural confidence for many years on ERPs as well as failure as an industry to reduce process complexity to a level that robotics and other automation technologies can really make an impact. In a bid to tackle this – Guy has an ambitious vision to transform his own GBS into a global digital platform that functions like an iPad – providing admin support and instant access to data and information, 24/7, and with a backend which consists of teams managing robots & ERPs. In this view of the world, where data is at the fingertips of customers - GBS organisations will have to provide value going far beyond operational excellence or even service excellence. In this session Guy will challenge the audience and focus on his own experience to discuss:

  • Shared services and GBS and our relationship with technology – dependence or dominance
  • The importance of connecting with customers – what’s prevented this in the past
  • A vision for transformation and connection at Solvay – why it starts with reducing complexity
  • Teams and talents we will require in the future in shared services and GBS to speed-up this (r)evolution

Like for many other industries GBS will have to go beyond delivering transactions based on cost reduction and process excellence to deliver unique and instantaneous experiences to their internal and also external customers at a digital speed.


10.10 Plenary 10: Swiss Re - The evolution of a GBS model

Having successfully run a GBS organisation consisting of ‘Wolves’ and not ‘Sheep’ for the last 7 years (a non-subservient organisation), SwissRe have taken the bold and progressive decision to evolve their GBS model and move reporting lines for their managed services teams back into the organisation. With this move, GBS and the Business Units have agreed a new mandate for the Business Solution Centres, along with a set of ‘commons’ fit for the future. During this session, Nima will share SwissRe’s vision for how the model will evolve – the anticipated pros and cons, and how successful this has been. Nima will cover:

  • Drivers for evolving the highly successful managed services model and how service provision will be split between the business and GBS in the future
  • The operating model of the future, and what this means from a people and governance perspective
  • The role of technology (Robots, Analytics, Design Thinking) in continuing to challenge our traditional notions about shared services and relationship management
  • How talent will need to evolve from ‘Wolves’ to ‘Tigers’!


Break 30 mins - Analytics demo running during the break

10.55 Analytics Demo: DEO: Deloitte Enterprise Optimisation

Most businesses operate with silo based decision making, risk management and optimisation with minimal integration across multiple functions and teams to support key decisions. To drive incremental bottom-line value, organisations need to move away from silo thinking and analytics and focus on the end-to-end value chain through enterprise optimisation and planning. Enterprise Optimisation unlocks inherent business potential, reduces risk and drives business value across key metrics and goals. Breaking down the silos within a business to unlock incremental value and synergies.

DEO enables enterprise-wide deployment of prescriptive analytics models and associated collaborative planning processes through three interoperable modules, enabling organisations to plan, continually optimise and track the ongoing progress of plans and risks. DEO leverages prescriptive analytics to provide forward-looking insights to reduce risks, optimise decision-making and drive dramatic returns. DEO enables shared services / Global Business Services to improve service delivery and reduce costs by using Prescriptive Analytics to determine the best answer to what-if / trade off questions. The use of constraints based optimisation improves understanding of current business constraints, drive growth, improve profitability and increase agility.


Move to breakout series three

11.20 Panel 2: Ways in which companies are challenging the traditional scope of shared services and GBS

Shared services and GBS organisations have been making inroads in terms of moving up the value chain for a number of years. However, with the sudden explosion in the adoption of robotics and the inevitable automation of traditional transactional activities – there is a new requirement to redefine the way you deliver and evolve your scope. During this session, we will touch on different ways companies are evolving their scope – and also focus on how you upskill your team to manage a robotic workforce. Discussions will focus on:

  • Shared services / GBS are no longer pure transaction processing centres. What are the ways in which companies are expanding the scope up the value chain
  • What are the considerations in terms of getting the buy in / structuring and running non traditional shared services activities within the scope of a GBS
  • How are companies envisaging the workforce will evolve to manage the move up of the value chain and what challenges does this present
  • How is robotics impacting scope – and how are companies restructuring processes / manual aspect of processes around this
  • How do we need to move the team up the value chain in terms of transitioning them from process experts to managers of robotic workforces

Panel to be chaired by


11.20 Focus 13: Danske Bank - Creating real impact and change with Continuous Improvement - by using it as a tool to work beyond the boundaries of shared services

Up until 2 years ago, the Danske Bank shared services organisation was a traditionally structure organisation, with 1700 employees and a global scope of 15 countries. However, in order to grow and move up the value chain, the leadership team took the decision to reorganise and reposition the centre as an organisation with equal weight to other departments, with a strong focus on service excellence and customer experience, underpinned by automation technologies such as Robotics. Enabling this, has been a comprehensive lean Continuous Improvement framework which dramatically altered the culture and ways of working. In addition to this, the CI programme has created momentum around the expansion of robotics (led by the teams), and well as an opportunity to work outside of the shared services by taking CI into the business, Rosita will discuss:

  • The CI programme and structure at Danske Bank
  • How Danske Bank has involved and engaged employees in the journey to get to a point that ‘this is how we do things here’
  • How CI has created a culture of collaboration across the entire organisation as well as provided opportunities for the shared services team to work outside of the business
  • How benefits are tracked
  • Examples of collaborative successes from a CI perspective and the way in which CI has driven the robotics agenda


11.20 Focus 14: Tarmac - Robotics & Automation for mid-size organisations: Walk before you run

Many large companies have implemented or are in the process of implementing robots across their shared services organisations. However, as mid-size organisations also look for practical ways to integrate robotics and automation into their processes, the promise of large scale savings are often perceived as unachievable. Having spent a year considering robotic process automation (RPA); researching, and absorbing its potential in Tarmac’s shared service, a six week feasibility study supported by Deloitte confirmed numerous opportunities for RPA implementation with plenty of repetitive, routine and rules-based activities identified as possible opportunities. According to Andrew, ‘automation does not always have to equal robotics’; instead, automation should be viewed holistically and as such Tarmac’s solution leveraged the use of their other existing systems to deliver further savings. As a result, Tarmac has delivered the first year of their multi-year roadmap to implement robots and further automations in Blackline, ServicceNow and SAP. In this session, Andrew Parris will provide insights on:

  • The lessons learned from feasibility – doing research upfront, and ensuring collaboration between all involved parties is key
  • Thinking holistically about automation – the use of robots in combination with other systems and tools
  • The next steps on Tarmac’s journey with robotics: establishing in-house capability, and exploring future automation opportunities within the shared service centre


11.20 Focus 15: Novartis - Building global end-to-end processes as an enabler for a consolidated GBS model and robotics

For many companies, the question is no longer whether to do robotics, but how to do it. For Novartis, the starting point was the implementation of global end-to-end processes. Through the appointment of Global Process Owners (GPOs), Novartis has gone farther than many companies in achieving standardisation and control across the end-to-end process. This structure is now enabling them to transform their organisation further through two key elements. The first is the consolidation of multiple centres into 5 global centres and the centralisation of around 70% of finance activities. The second is the implementation of robotic process automation (RPA). The combination of these initiatives is expected to significantly streamline the operation – as well as provide value through the provision of data and information delivered in an efficient and consistent fashion. Here Joe will discuss:

  • How Novartis achieved the holy grail of standard global processes – what were the enablers of this
  • The role of the global process owners in managing and governing the end-to-end processes as they evolve into a GBS organisation, and the significance of performance metrics
  • Impacts on the customer experience
  • Standardisation as an enabler to a move to GBS across five global centres
  • How Novartis plans to implement RPA within their shared service centres, and consideration of the scope across the centres that will be performed by robots


11.20 Focus 16: ABP - Implementing multi-functional shared services in the UK

As part of a business wide transformation programme, the UK’s leading Port Operator, ABP, embarked on their journey to deliver a multi-functional shared service centre and simultaneously implement a ERP system. The vision and identified priorities for the centre were to provide high quality, standardised and efficient services across a range of functions including Finance, Procurement, Master Data, Compliance and HR. In this interview-style session, Vicki Mackintosh will refer to experience and insights on:

  • Setting up a multifunctional shared service centre – agreeing scope, designing operating model components
  • Stakeholder engagement and involvement – why, how, what
  • Culture of the organisation and overall look and feel of the centre


11.20 Focus 17: Digital finance in shared services and GBS

Just when you thought your shared services or GBS strategy couldn’t deliver more value, digital enters the picture. Emerging digital technologies are starting to appear on the finance agenda and promise to have a transformational impact in the next few years. While efficiency is clearly in focus, the aggregation of data through these emerging technologies leads to cognitive learning and ultimately very powerful analytics. How Finance is going to embrace the next wave of automation and digital technology will have a significant impact on shared services and GBS. In this interactive session we will hear from Piyush and Oscar on what they are seeing in the market as well as a case study from Lloyds Banking Group on:

  • The evolution of robotic process automation (RPA) and the impact of this on your workforce and talent pool
  • What else is emerging in the market in terms of cognitive and artificial intelligence technologies
  • How predictive analytics and data visualisation can move Finance reporting and self-service to the next level


11.20 Focus 18: Organisational resilience - predicting, planning for and responding to disruptive events in a shared services environment

As organisations drive to become leaner and more cost effective through the creation of shared services and broader outsourcing models, they need to consider how this impacts their overall resilience. Greater efficiencies may be achieved, but potentially at the cost of new or amplified vulnerabilities and exposures as people, processes and supporting operations are consolidated and concentrated. This is important in an increasingly uncertain, volatile and highly connected global economy where organisations have to compete in the face of ever changing risks, and where their reputational value is increasingly defined by their response to disruption. In this context organisations need to have ‘resilient efficiency’, characterised by an optimal service model that balances streamlined operations with the ability to reduce the likelihood and impact of their disruption across potentially different jurisdictions, infrastructure environments and working cultures. In this session we will hear from Neil and Anita, as well as hear a case study from Adriana Konjani from Shell on:

  • The current risk landscape for shared services
  • Considerations for balancing efficiency and resilience in a shared services organisation
  • Should disruption happen, how can operations be recovered in an effective and timely manner
  • How can you use technology to support contingency planning
  • The Shell approach to creating resilience
  • How Shell is having to evolve their approach in light of a more consolidated model


11.20 Focus 19: Maintaining internal controls under a new digital business environment

Significant technological advancements have been made in the recent years around robotic process automation (RPA) and artificial intelligence (AI). More and more organisations are using RPA and AI to process and manage day to day business transactions, achieving significant cost savings and process efficiency. But how to maintain a rock solid internal control environment under the new business environment? Ani Sen Gupta will share:

  • What are the key internal control challenges under RPA
  • How robotics and artificial intelligence are going to impact the three lines of defence model
  • What is the optimal internal controls framework under the new robotics led business environment
  • How shared service centres can leverage RPA and AI to deliver an efficient and cost effective controls operations and monitoring framework


11.20 Focus 20: Powering organisation-wide Innovation and Talent from Business Services

Coca Cola Hellenic is a leading bottler in the Coca Cola system, serving over 595 million consumers in 28 countries spread across three continents. A five-year journey towards best in class business services has enabled the emergence of a multi-functional and customer-centric BSO focused on generating value and driving innovation.

Following an overview of the Coca-Cola Hellenic business services transformation journey, this session will use real-life stories to bring to life two main dimensions of innovation that have been shaped and driven from within the Business Services organisation:

  • People and Talent Leadership: embracing a one company mindset and hands-on leadership to foster talent, build high-performing teams, identify future leaders and ‘market’ our team members outside of BSO for enhanced career opportunities
  • Change and Engagement Leadership: establishing new forums of collaboration and engagement to increase stakeholder buy-in, recalibrate planning efforts, and accelerate desired transformation outcomes


11.20 Lab 6: Defining the building blocks for your analytics journey: structure, skills processes and business permission

You’ve decided to take the plunge with analytics and want to build competency within your shared services or GBS teams to be more analytical and produce more insights – but what capabilities and skills do you need in place? How do you secure business permission and the credibility to move forwards with your shared services analytics vision?

This lab will provide a step by step guide to the elements you need to consider across strategy, people, process, data and technology to make sure you have the right building blocks in place for success.

What type of talent should you be looking for in this ‘brave new world’? How should you balance business partnering capabilities with business intelligence skill sets? And which of these skills can you train versus which do you need to hire for or outsource?

Through breakout groups, you’ll assess a real-life scenario and tackle elements of operating model design, skills limitations in your team, process engineering and sceptical stakeholders to pull together a roadmap that will help define where to place your bets and focus your energy when it comes to building analytics capabilities in your shared services centre.


11.25 Analytics Demo: Finance optimiser

The Finance Optimiser is a tool under development which can be used to accelerate Finance Target Operating Model projects through auto-generation and rapid visualisation of the Finance function’s end state design. It allows a project team to quickly identify key areas of focus and opportunity, and instantly provide a platform from which to drive key stakeholder engagement discussions.


11.50 Analytics Demo: Process X-Ray

Process X-Ray

Process X-Ray uses advanced analytics software to mine data captured in existing ERP systems to identify the root causes of process inefficiency. It helps eradicate complexity by:

  • Revealing an end-to-end view of processes
  • Drilling into and quantifying company issues at the activity and user level
  • Providing benchmarks for internal best practices
  • Establishing a single version of the truth to improve decision making

Using an intuitive interface, Process X-ray provides a complete view of how processes are actually performed so it can intelligently guide companies from analysis to answers.


Move to breakout series four

12.10 Focus 21: Dassault Systèmes - Establishing standard global processes as an enabler to efficient integration of acquired companies and new scope for the shared services

Over the last nine years, Dassault Systèmes has built global Finance shared service centres (SSCs) across four sites in Europe, Americas, and Asia. As a mid-size software company, they are growing primarily through external acquisitions and integration. This growth through acquisitions has provided an opportunity for the shared services organisation to be viewed as a key partner in enabling this integration – underpinned by a single-instance ERP and a strong commitment globally to standard processes. With this model well established, the next step is to evolve the model into a Finance GBS with end-to-end process ownership.

In this session, Birgitt Greif will provide insights on:

  • The journey Dassault Systèmes has been on to adopt globally standard processes and a single-instance ERP
  • The role of the shared services in enabling swift integrations of acquired companies: how it has developed change and transition expertise
  • How Dassault Systèmes plans to evolve its model to gain end-to-end process ownership under a GBS umbrella within the next 2-4 years


12.10 Focus 22: How Facebook is defining the modern enterprise workplace to bring together the business and shared services

Workplace by Facebook is defining the modern enterprise workplace. Rebeca Tristan and Jayanth Poorna will talk about how they have helped customers overcome internal resistance around technical, compliance and data security concerns and implement Workplace as their enterprise collaboration platform to bring together the business and their shared services organisations. This session will discuss:

  • How Workplace, chat bots and custom integrations are helping shared services and central teams communicate in real time
  • How to improve service levels and crowd-source solution to common problems
  • How organisations can become more collaborative, digital and agile


12.10 Focus 23: The importance of brand for shared services and GBS

Although ‘branding’ is rarely a requirement in the job spec for a shared services, or GBS leader – having a positive brand for your organisation has never been more important. There are a number of factors at play here: a global war on talent meaning that in the future – your brand with be the key currency in your ability to recruit; the transition from ‘back office’ to value add partner – meaning that the profile of individuals you are trying to attract and retain is involving; and the fact that in order to be successful at that next level of value – you need to be taken seriously as an equal business partner. In the context of shared services and GBS – how do you create a positive brand, and what does this mean in practice? New this year, Deloitte has invited branding experts who have worked in this space for a number of years to direct practical discussions on:

  • Why is brand important in shared services and GBS – and what makes sense within the context of your parent company brand?
  • How do you go about creating or reinforcing your shared services brand?
  • Why this is more than just logos: how do you ensure you are living and breathing your brand
  • Practical next steps


12.10 Focus 24: Blockchain - Enigma. Paradox. Opportunity.

In the 19 years that the conference has been running, we have seen trends come and go. If there is one growing buzz definitely not in doubt right now - it’s how the disruptive technology that is Blockchain might transform not just banking but many other industry sectors over the coming years.

As Blockchain breaks many of the rules and conventions that traditional business processes are built upon, it forces organisations to think different about how they create value. The concept is now approaching a tipping point in its adoption. For many use cases technology development is no longer on the critical path - it’s the creation of viable ecosystems for launch and adoption (which can require groups of organisations and even competitors to work together to develop new ideas addressing common problems). As the Blockchain ecosystem steadily builds, the prospects of significant change occurring within the near future will only increase. During this interactive session Tyler Welmans, will share views and invite constructive conversation focusing on:

  • A brief history of Blockchain - what is it, how it works and how it can deliver value
  • What it takes to make Blockchain real - from vision, through ‘Proof of Concept’, on to pilot and reality
  • Key technical, cultural, organisational and commercial challenges brought by the use of Blockchain technologies and insights in how to overcome them


12.10 Focus 25: Build / buy / borrow - the chat bot ownership dilemma

The next generation of chat bots is coming and these virtual agents are transforming the landscape by taking the interaction from keyword searching to a more meaningful dialogue with a machine that understands context and responds to sentiment using natural language generation. This maturity is driving more and more organisations to consider how chat bots can form a key part of their shared service delivery and, in many cases, pioneer this capability before it is deployed to customer facing roles. In this session, we will discuss:

  • The steps for developing the initial business case for chat bots
  • The best approach for starting to deploy a chat bot (including consideration of our selection tool)
  • What factors do you need to consider when making the decision and how can you use chat bots?
  • What are the key steps if you decide to build your own chat bot and what are the pre-requisites to building one?
  • What are the key lessons learnt?


12.10 Focus 26: - How manages its EMEA statutory compliance process leveraging Deloitte Global Tax Centre and its own technology platform EMEA Controllership team, based in Morges, Switzerland, manages the statutory compliance process of about 40 entities in EMEA in collaboration with Deloitte Global Tax Centre (Europe). Over the last couple of years, leveraging a stabilized, efficient and controlled statutory compliance process, team has been looking for a tool to further support the transparency and scalability of the compliance cycle taking advantage of their own Cloud Platform solution and transform the management of process. During this break-out session, Stéphane and Laurent will share’s experience to:

  • Organise finance functions with the support of BPO providers
  • Build a process to manage centrally the statutory compliance process
  • Leverage technology to enhance greater collaboration, transparency and speed in the management of process


12.10 Lab 7: RPA process feasibility assessment (repeated)

During this lab we will work with the participants to identify processes that are good candidates for robotic process automation (RPA). Come along with the processes that you would like to automate and as a group we can identify experience of automating similar processes, changes that may be required to the current process, reporting requirements, likely exception paths, scenarios that would need to be tested, change management and a go live strategy. Drawing on the experience of our clients, we will also consider the likely benefits of automation, both financial and non-financial, and the development of a prioritised portfolio of opportunities that could form the basis of your implementation roadmap and business case for RPA.


12.10 Discussion Forum 3: Public Sector

The Public Sector is increasingly exploring opportunities to deliver a digital back office supported by shared services. What role does shared services play and how is this evolving? What are the key considerations from a Public Sector perspective that need to be taken into account? During this discussion session, our UK Public Sector Lead for shared services, Deborah Gregg will facilitate a discussion about role of shared services in the digital back office.

Drawing on the experience of our clients, we will also discuss the challenges, success factors and the impact shared services can have on wider government business and retained professional functions.


12.10 Discussion Forum 4: Future GBS - Where it’s going and what it means for you

Global Business Services is built on the foundation of shared services, but it is about doing it consistently well and much more… It’s a multi-function, single enterprise organisation or network with common infrastructure, governance and shared leadership delivering business support services to improve delivery efficiency, effectiveness and business outcomes. Recently, many GBS organisations have evolved from just being seen as a “cost arbitrage” centre to a true “strategic partner” or “strategic asset”. In this session, Nick Prangnell, will lead an lively discussion on where GBS is heading in the next 3-5 years, including:

  • Scope and penetration opportunities to ‘move up the value chain’ and further impacting the business
  • Leadership, capabilities and talent required to enable future GBS organisations
  • Emergence and impact of digital technologies on GBS organisations


12.30 Analytics Demo: Intelligent automation

Robotic Process Automation has become a mature solution to improve the efficiency, speed and quality of business processes. However, RPA cannot deal with more complex business processes that require human-like intelligence and decision making. Introducing Intelligent Automation, the combination of AI techniques, cognitive reasoning and RPA. You will see this new solution brought to life in a visual demonstration across a variety of business use cases from current client engagements across Complaints, Underwriting and Relationship Management with applicability across processes in all industries.


12.50 Analytics Demo: D.Profile

Across Europe we are seeing a cost growth paradox we call “thriving in uncertainty”, where companies are simultaneously pursuing the seemingly conflicting goals of aggressive cost improvement and growth. This is leading to cost reduction emerging as a top strategic priority. Companies are using a variety of tactics to manage costs in this environment.

In this session, you’ll see an assessment tool that we use to assist cost and service delivery transformation projects. The D.Profile platform provides two best-in-class assessment tools:

  1. Activity Analysis is an employee-level profiling assessment which maps each employee in an organisation to the activities on which they spend their time. This is a necessary step in establishing a baseline of performance from which organisations develop a business case for cost reduction or service delivery model initiatives.
  2. Site Profile is a survey that evaluates processes conducted at a target location to determine their readiness to transition to an alternative delivery model. The information gathered helps quickly define the scope and volume of work that can be transitioned, which enables more informed work plans, business cases and transition timelines.


Lunch 1 hour 15 mins - Analytics demos running during the lunch break

13.10 Analytics Demo: PayLens: How can I find the missing millions from pay gaming?

HR and Finance Shared Service Centres often process £bn’s of pay and expenses to employees every year. However, the reality is that significant amounts of this processing is contributing to the unnecessary payment of vast sums as a result of employee gaming and gifting. Typically these activities have been hard to detect and therefore preventing cash leakage at the gross-to-gross level almost impossible to identify. That is until now. PayLens is a state-of-the-art AI powered analytics platform, which has been developed on the platform provided by Qlearsite, one of our ecosystem & alliance partners. Paylens identifies suspected gaming and gifting activity. It does this by scanning vast amounts of data that often never gets analysed in traditional pay calculations. Our evidence has revealed that seemingly small individual employee actions such as time-sheet rounding and overtime extension can actually lead to significant unaccounted losses when multiplied by thousands of employees and hundreds of days worked. Unfortunately many organisations are blind to these potential savings due to gaps in technology and analytic capability.

In this session we will explore the opportunities for using PayLens to conduct more meaningful analysis of the payroll, expenses and time data, the range of questions this analysis can address, and the financial returns that could be provided to a wide variety of organisations.


13.45 Analytics Demo: Revolutionising the delivery of SSC activity with analytics and Amelia - the cognitive agent

Technology is increasing in sophistication and the use of artificial intelligence, robotics and cognitive tools is gathering pace. Cognitive agents represent the new frontier for SSCs, acting as a mechanism by which organisations rethink the use of human skill, with a significant impact on productivity and customer engagement, bringing together numerous data sources in real time and transforming interactions from reactive to proactive. In the session, you’ll see one such cognitive agent – Amelia by IPsoft – working in conjunction with analytics from Qlearsite - in action in a SSC use case, allowing you to see a practical example of how SSC activity can be revolutionised.


Or alternative analytics demos (please note this has been changed from the information sent)

13.10 Analytics Demo: Digital Boardroom

The Boardroom of the Future, also known as ‘Digital Boardroom’ is a next generation, digital solution that contextualises the boardroom experience across people, places, and devices into a real-time enterprise experience. Built on SAP Cloud for Analytics the SAP Digital Boardroom integrates with SAP S/4HANA Lines of Business data and other applications and data sources to provide a single source of truth about a company’s most important business metrics to monitor, simulate and drive change in the digital economy.


13.45 Analytics Demo: Real Time Close

The next step in the evolution of financial performance management is Real Time Close (RTC). Our RTC demo will demonstrate how a visual interface, enabled by daily data feeds and sophisticated algorithms is able to support variance analysis and predict a financial performance on a daily basis with increased accuracy across financial and non-financial indicators. RTC will enable delivery of continuous financial insights for organisations by leveraging elements of continuous accounting, real time reporting and predictive analytics powered by SAP Analytics Cloud, a next generation planning, predictive analytics, and business intelligence SaaS solution from SAP.


Move to plenary

14.15 Plenary 11: BASF shared services - Why locating shared services in the heart of Europe can provide quality and capability that offshore locations cannot compete with

In 2005, BASF established its multi-functional shared service centre for Europe in Berlin. Since speaking in 2015, the Berlin centre now provides Finance, HR, and Controlling Services for more than 200 group companies in 68 countries stretching from Russia to Ireland, Norway to South Africa. The centre drives global project initiatives, playing an important role in shaping both the process and systems landscape of BASF and providing agility in handling large and small business transactions. During this session, Dr Daniel Dornbusch, Head of Global Finance Shared Services, will share both insight into their shared services strategy and an outlook at what will be achieved in the future in Berlin:

  • Why a “landlord” model has been adopted whilst moving to a global model, to ensure skills are maintained and developed in each of the functional towers
  • How locating activities in a high-cost onshore location such as Berlin can add value in ways that may not be possible in an offshore location
  • The likely impact on shared service operations of implementing a digital strategy, specifically a single instance of ‘in memory ERP’ (SAP S/4HANA)


14.55 Plenary 12: Maersk - Creating value through automation and deep business integration

In face of the challenging times in the shipping industry in 2008, Maersk went through an aggressive implementation to create a GBS organisation that quickly became the organisation’s backbone. Since 2008, the organisation moved beyond transactional processing to become global process owners across the entire back-office (Finance, IT and HR) as well as front-office Commercial and Operations functions, enabled by a 500-strong robotic workforce. Today, the GBS is strategically integrated with the business and is recognised as an ‘equal citizen’. Join Rene providing insight and drawing on experience on:

  • From a dramatic and rapid early start to becoming an equal partner in the business: building brand value
  • Moving up the value chain to incorporate end to end process design / ownership across the business
  • Its automation journey and how it managed to scale up to a digital workforce
  • Reflections on size of the GBS organisation and when it becomes a risk / creates diseconomies of scale


Close of conference - coaches depart for airport