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Day 1 - 9 October 2018

09.45 Plenary 2: AstraZeneca Global Business Services: transformation engine and value creator

AstraZeneca (AZ) are pushing the boundaries of what a bio-pharmaceutical company can be. AZ Global Business Services (GBS) is integral to that push, evolving to move up the value chain and enabling the business by providing more impactful services and insight. But how can GBS go a step further and play a role in actually creating value for the business?

Steve McCrystal joined AstraZeneca as Vice President, Global Business Services in mid-2017. In this session he will discuss how AZ’s service delivery teams, operating across 7 countries, are answering this question and changing to take on a leading role in the business, including:

  • How GBS is acting as a ‘transformation engine’ for the rest of the business – how AZ are developing a customer centric centre approach to driving transformation and innovation across the business.
  • How GBS is platform for automation that can enable the business – how GBS is seeking to create value by embedding automation to give back time to AZ scientist to focus on delivering life changing medicines to 200 million patients
  • The journey in adapting to the changing needs of the business and moving beyond provision of transactional back office services – how AZ are harnessing technology with the combination of existing business knowledge and subject matter expertise to create a GBS capable of delivering high value services
  • People remain the main driver for GBS growth – how AZ is ensuring GBS employees are empowered to drive GBS evolution and enable AZ to deliver life changing medicines


10.25 Plenary 3: Getting GBS to really work for you: the Becton Dickinson approach

Becton Dickinson (BD) is engaged in an enterprise-wide push to enhance its customer experience and become more responsive to changing customer needs. To support them on this journey, BD Global Services is revising its operating model to better serve internal customers.

Richard Pierle, ‎CIO and EVP, Global Services and Process Excellence, Becton Dickinson will discuss how the organisation is moving from a ‘landlord’ model to a fully ‘owned’ GBS governance structure and how that is enabling its customer-focused analytics proposition. Richard will discuss:

  • Facilitating a move from landlord to owner: what were the conditions that made this possible and what is the implication for GBS
  • The importance of establishing and maintaining trust as a starting point for expansion
  • Achieving governance over the end-to-end processes to enable ambitions to provide advanced analytics
  • Building an analytics capability which focuses on what’s really important to the customer and how ‘design thinking’ plays into this


Break 30 mins

Move to breakout series one

11.35 Focus 1: Location selection: placing and keeping your people in the digital age

In this age of rapid technological evolution, location is about so much more than cutting costs. Trends around shared services moving up the value chain and the emergence of digital workforces means that organisations are increasingly searching for specific skillsets and deep reserves of talent. This interactive discussion, led by Elias Van Herwaarden, EMEA Service Leader for Global Location Strategies, Deloitte, will explore these themes and understand how different organisations are responding to them, including:

  • Where is hot today and what the key criteria driving tomorrow’s major location decisions are
  • How Hargreaves Lansdown are recruiting and retaining top talent in their IT Centre of Excellence in the competitive tier one location of Warsaw
  • Why Ista have deliberately used under-the-radar locations and have invested heavily in their workforce to build a dedicated SSC labour force


11.35 Focus 2: Managing cyber risk in a digital world

Digital revolution is changing our business and the world we live in. Trends like Internet of Things (IOT), Artificial intelligence (AI), cloud and blockchain are leading to limitless business disruption.

But they also introduce new risks that organisations did not bargain for – especially in a Shared Services environment where risk may be centralised as well. Recently disclosed breaches have affected the privacy of billions of individuals and could lead to crippling fines in a post-GDPR era. Ensuring that hackers and malicious actors do not exploit an organisation’s digital frontier is becoming a key challenge for shared services business units and the stakeholders.

So how do we win? Actions must be taken now to foster trust in cybersecurity and build a broad alliance between all the stakeholders. Join us as we take you through a client’s journey of creating a secure digital experience through shared services across globalised markets and managing all-encompassing impact of digitalisation and cybersecurity.


11.35 Focus 3: Leading the change: how Ahold Delhaize’s Business Services Finance organisation is driving process automation across their business processes

Ahold Delhaize’s RPA journey in Europe started in 2016 in a collaborative effort with its BPO provider. Now, it has introduced automation of outsourced transactional processes with 24 robots and counting. The success of this initiative encouraged Ahold Delhaize in the Netherlands and Czech Republic to take it one step further – automating business processes.

To do this, they have set up an in-house robotics centre of excellence (CoE) within the Business Services Finance organisation. The CoE drives demand across the business (e.g. replenishment, data management, merchandise support, real estate) and support functions (retained finance, HR services,procurement) and is tasked with identifying opportunities for and implementing process automation within the organisation.

In this session Maarten Laarakker, Vice President Business Services Finance at Ahold Delhaize will discuss the set-up of the Robotics CoE, including:

  • The key considerations for Ahold Delhaize in pursuing process automation, setting up their CoE and why its Business Services Finance organisation was the logical place for it
  • The lessons learn and measures they are taking to engage the rest of the business and their workforce in order to drive support for their RPA journey
  • Their key next steps and ambitions for RPA


11.35 Focus 4: Building from within… National Grid’s talent story

In 2016, National Grid’s divestment of a majority stake in its gas pipe network also split GBS – what remained was both ‘de-scaled’ and ‘de-leveraged’. The GBS had two options: either step up to collaborate more closely with its customer… or fade into the background. In response, National Grid set about the process of re-positioning its services to focus on business critical priorities and enhanced collaboration with the broader business around two core priorities of ‘protect’ and ‘build’.

At the heart of this transformation was a refocusing of its talent agenda, rethinking from scratch what is required to deliver a forward thinking business services team. National Grid has set up a Business Services Institute to drive the requisite knowledge, skills and behaviours and is rethinking what it takes to make business services a compelling career option for the high flyers of today – and tomorrow.

In this session, Alastair Collier and Lynsey Kitching, National Grid, will discuss this talent journey and the lessons learned, including: 

  • Why talent and culture are key to enabling the broader transformation
  • National Grid’s ground up approach to developing and acquiring the right talent to further their ambition
  • The design and launch of the Business Services Institute


11.35 Focus 5: Overcoming the hype: how to realistically prepare your shared services organisation for the future

In this age of seemingly rapid and sophisticated technological change and the rise and advancement of automation, it can seem like a significant struggle to keep your shared services organisation up to speed and relevant. Though many shared services leaders feel this way, you may find that you are not as behind as you think and the journey ahead is not as daunting at it may seem.

In this session, Candice Sieg, Deloitte’s UK Shared Services and GBS Consulting Lead, will cut through the hype to discuss the practical considerations around yourselves for the future including:

  • How the traditional shared services maturity journey remains relevant and incredibly valuable – but how it can also be accelerated
  • The strategic long-term and ‘quick-win’ initiatives that shared services organisations can take to progress toward the leading-edge
  • The tactical steps that can be deployed to provide the foundations to support the ambition to become leading-edge


11.35 Focus 6: Re-thinking the service delivery model: driving incremental value from mature shared services at Signify (formerly Philips Lighting)

It’s been two years since Signify (formerly Philips Lighting) was separated from Royal Philips. This allowed them to re-think their end-to-end Finance function in order to deliver cost savings whilst building a digitally enabled, best in class organisation capable of meeting the demands of a listed company operating in a fast-paced industry.

As part of this transformation, Signify is optimising its service delivery model by building captive shared service centres to complement the 1 000 FTEs outsourced to Infosys, and moving more high value activities offshore.

Lion Paauwe, head of Signify’s Finance Services Centre for Europe, will provide insights into the journey to date, including:

  • Finding the right mix between captive and outsourced capabilities
  • Managing the complexities of multiple concurrent transitions
  • The challenges of attracting and retaining high calibre talent for their high value add activities

Whilst still in the middle of transitioning work, this story provides an impressive take on what can be achieved at pace when you dare to think bold.


11.35 Focus 7: Culture and data: contrasting tools in the competition for people

In labour markets that get more competitive by the day, retaining the best talent in your shared services is a pressing issue. Attrition not only causes a headache in terms of recruitment but represents a loss of knowledge and ways of working from organisations. But tackling this can be a major challenge: prevention is invariably better than cure yet proactively identifying flight risks can be challenging.

In this session facilitated by Pavel Simak, Deloitte, David Mansfeld of Johnson and Johnson (J&J) and Vincent Leonardi of BlueLink will share their experiences of proactively managing engagement and talent retention in their shared services organisations. These centre around two contrasting approaches:

  • We Belong, a cultural engagement programme to fully integrate people from all backgrounds into J&J’s organisation and to foster a shared sense of purpose with the broader business
  • BlueLink’s data-oriented approach, using predictive analytics to identify and proactively engage with individuals viewed as flight risks


11.35 Focus 8: From ‘doing digital’ to ‘being digital’: putting customers at the centre of digital HR transformation

Many organisations are aware of the urgency to digitally transform their HR service delivery – you can’t log onto LinkedIn or any news website without reading an article about robotics or artificial intelligence (AI). However, whilst many shared services organisations are leveraging digital tools and redesigning their organisations for digital business models, some are still struggling to transition from ‘doing digital’ to ‘being digital’.

Lewis Curley, Deloitte’s UK Digital HR Architect specialises in large-scale Digital HR transformation and has experience from a number of clients across various industries. Over the course of this session Lewis will draw upon this experience and share:

  • The shift in mind-set that is required to transition from ‘doing digital’ to ‘being digital’
  • How shared services can take the lead in building the HR customer’s and HR function’s digital experience
  • Techniques that can be used to better understand your HR customer’s needs, such as customer journeys and employee case data analysis
  • Lessons learned for organisations who are thinking about, or are on the way to making this transition 


11.35 Lab 1: Imagine RPA

This practical and interactive session will focus on identifying processes that are good candidates for robotic process automation (RPA). We will consider: experience of automating similar processes; changes that may be required to the current process; reporting requirements; likely exceptions; scenarios that would need to be tested; change management; and a go-live strategy.

Drawing on extensive experience of past automations, 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.

This session is intended for delegates who are embarking on their RPA journey and are seeking to understand the opportunities automation presents, and the considerations required.


11.35 Lab 2: Deloitte’s Future of HR immersive experience: explore and experience the digital disruptors that are likely to reinvent HR shared services

We live in an era of unprecedented change. Success in today’s environment depends on the ability to harness the opportunities presented by the future of work; a concept that encompasses everything from artificial intelligence to the gig economy.

To help understand this radically shifting context for the workforce and workplace, Deloitte’s Future of HR immersive experience will give you the opportunity to hear about, explore and experience the digital disruptors that everyone is talking about; helping you understand how these may reinvent your HR shared services organisation.

Taking a market stall approach, you’ll have the opportunity to spend time at our three stalls:

  • Reinventing customer contact
  • Redefining the role of the shared service centre worker
  • Rewiring Talent Acquisition

A each stall you will be presented with a point of view on each trend; a technology showcase bringing the trend to life and a discussion to assess the impacts this trend may have for you.


11.35 Lab 3: Analytics 101: a guide for beginners

Are you new to analytics or at the beginning of your journey? You’re intrigued as to what analytics can offer, but do not know where to begin. Perhaps you’re reluctant because your data is not perfect, you think it will cost an arm and a leg or you don’t believe you have the capability.

Let us dispel this thinking by showing you the ‘Art of the Possible’, making you realise that there are plenty of exciting, experimental steps you can take with analytics in your shared services or GBS without breaking the bank or becoming a Data Scientist.

In this lab, your peers will share with you the analytics projects they’ve executed, benefits they’ve generated, lessons learnt and challenges faced. So you don’t fall into the common traps!

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 roadmap to solve it.


Move to breakout series two

12.25 Focus 9: From zero to hero: starting and maturing Elekta’s multifunction shared service centre in under 2 years

If building a multifunction shared service centre from the ground-up seems like a daunting task for a ~3 500 employee business, turning it into an award winning centre within 2 years could seem virtually impossible – yet, this is exactly what Elekta has done. In this session Simon Telfer-Smith, Group VP of IT and CIO Elekta AB, and Marcin Janiszewski, Managing Director of Elekta Business Services (EBS), will discuss the journey, change management and ambitions for Elekta Business Services, including:

  • Why Elekta chose to embark on a multifunction shared services journey and the early decisions that framed where they are today
  • How EBS is creating insight and value for its internal and external customers
  • How EBS is structured today and what is next on the horizon as they build on their successes to date


12.25 Focus 10: The benefits of next generation ERPs: Deloitte's S4/HANA implementation

The advent of the ERP was one of the seminal advances in business technology of the last 30 years. Where once there were disparate systems and manual bookkeeping, ERPs brought a joined-up view of the organisation, with data integrated across countries and functions. Now a new generation of ERPs promises to harness advances in technology, such as cloud and in-memory computing, to bring even greater benefits: deeper analytical capabilities and real time decision making.

In this session, Paul Bray and Jolyon Hart will share insights and lessons learned from Deloitte's own implementation of SAP S4/HANA, one of the largest in the world on this platform. They will discuss:

  • The benefits expected and the role of shared services in delivering them
  • The challenges in delivering a global project of this scale with new technology
  • Plans for the future including the continued geographic roll out, process standardisation and efficiency improvements through innovation and automation


12.25 Focus 11: Fast, agile and data driven... How to be the GBS that your customers can't live without

As your customer becomes ever-more intelligent about how it wants to receive services and data from all parts of the organisation, the GBS is under pressure to step up! In response to this, Guy Mercier, who heads up global operations in the Solvay GBS organisation, is redefining the way the GBS thinks about service delivery – as well as leveraging the ‘digital toolkit’ to help him achieve his goals. During this session, Guy – who in 2017 was our ‘top rated’ plenary speaker – will really challenge audiences to re-think GBS, focussing on topics such as:

  • Why GBS risks becoming a dinosaur if it doesn’t evolve
  • How do you create a more personal/ tech-enabled GBS service across the functions
  • ‘Process’ doesn’t sell anymore
  • Why you need to put your arms around data
  • Different models of GBS that are likely to evolve and how you need to get ready to move


12.25 Focus 12: Establishing insight through automation: why Corning's transformation vision led them to automate and how it is enabling them to gain insight and drive efficiency

When they first set out to refresh their global shared services model, Corning considered a number of models to achieve straightforward and significant savings. They eventually came to the decision to automate end-to-end processes and the result was a success. In pursuing their transformation vision, not only did they achieve significant cost savings, but through automation, have been able to generate a wealth of data to gain substantial insights into their own organisation. These insights have enabled them to pinpoint inefficiency, drive improvements and develop an informed strategy for their future. In this session Chad Keenan, Director of Corning Shared Services will discuss:

  • The thinking behind Corning’s decision to automate rather than pursue other transformation options
  • The journey they took to implement RPA on a large scale for end-to-end processes and the lessons learnt
  • The advantages they have experienced from RPA and their plans to build upon this in the future


12.25 Focus 13: Syngenta's Digital Finance journey: a holistic approach to digitising finance

When Syngenta set its sights on being a leader in digital agriculture, Finance resolved to take a lead partner role, and not be a passenger on that journey.  Determined to embed sustainable long term change, they took a holistic approach, defining a ‘digital finance strategy’ that puts the customer at the heart of the strategy and aims to drive end-to-end Finance productivity by digitising ways of working and activating data to unlock Enterprise Value. 

In this session, Martin Mogensen, Head of Digital Finance, Syngenta will discuss how this strategy was developed and how it is becoming a reality, specifically:

  • Why leadership buy in and support has been crucial, and how this was achieved
  • The proactive change management required to enable the finance organisation to embark upon a journey of ‘knowing’, ‘feeling’, ‘doing’ and ‘being’ digital
  • How Syngenta are now balancing the roll-out of an ambitious digital finance programme with the reality of operational limitations


12.25 Focus 14: Implementing a global process ownership structure to support end-to-end collaboration and analytics at Kellogg

Kellogg was one of the early adopters of shared services in 1997, and made the transition from shared services to GBS 5 years ago which was a significant cultural and operational shift for the organisation. Today its operation has 5 sites in Europe, US, Latin America and the Philippines across finance, HR, procurement and IT, all reporting to a GBS lead. 18 months ago, to tackle some of the previous non-compliance with processes and to speed up the integration across functional towers, Kellogg introduced a GPO structure.

During this session – we will gain insight from one of its GPOs into:

  • The operating structure for global process owners in Kellogg
  • Implementing GPOs – lessons learned
  • Opportunities to use GPOs to support analytics ambitions 


12:25 Focus 15: Turning the tide: achieving the directive for transformation

At the end of 2017 Cabinet Office successfully introduced a new strategy for shared services across the 18 central government departments. Without the ability to mandate adoption – this was a significant exercise in how to positively influence stakeholders in order to accelerate transformation.

Regardless of the sector which you operate in – the story of how Cabinet Office managed to turn the tide on shared services is relevant to all. In this session, Deborah Gregg will interview Matthew Coats on:

  • History and context of shared services in central government
  • How Cabinet Office managed to achieve stakeholder buy in across very different organisations
  • The development of a new shared services strategy for government
  • How Cabinet Office will manage transition when it is reliant on ‘persuasion’


12:25 Focus 16: Empowering employees to do their best work with Apple

We are living in an age of unprecedented information, access and connection. Technology has changed the way we communicate, engage and live. To be relevant in today's business world it's important to give employees access to the tools that work best for them. When they have more freedom to work their own way, not only will your business see greater employee engagement and retention, but also overall job satisfaction and performance.

This session, led by Apple, showcases how the day to day lives of employees can be enriched through the use of technology which in turn can drive efficiencies and engagement in ways businesses had not expected.


  • This session will be led by Apple

12.25 Lab 4: Scaling RPA

This session is designed for organisations which have already embarked on the Robotic Process Automation (RPA) journey and are now looking to scale up their RPA capabilities. We will explore the ‘art of the possible’ when it comes to scaling RPA and discuss what an RPA ambition might look like.

Drawing on the experience of our clients, we will explore different benefits delivery scenarios and discuss the main scaling challenges companies face. We will then help the participants understand what it means to be ‘scale-ready’ using our proprietary RPA maturity assessment framework and draw the next steps on their RPA roadmap.


12.25 Lab 5: Deloitte’s Future of HR immersive experience: explore and experience the digital disruptors that are likely to reinvent HR shared services

We live in an era of unprecedented change. Success in today’s environment depends on the ability to harness the opportunities presented by the future of work; a concept that encompasses everything from artificial intelligence to the gig economy.

To help understand this radically shifting context for the workforce and workplace, Deloitte’s Future of HR immersive experience will give you the opportunity to hear about, explore and experience the digital disruptors that everyone is talking about; helping you understand how these may reinvent your HR shared services organisation.

Taking a market stall approach, you’ll have the opportunity to spend time at our three stalls:

  • Reinventing customer contact
  • Redefining the role of the shared service centre worker
  • Rewiring Talent Acquisition

A each stall you will be presented with a point of view on each trend; a technology showcase bringing the trend to life and a discussion to assess the impacts this trend may have for you.


12.25 Lab 6: Agile 101: delivering value using Agile

Heard about Agile, but don’t know how to go about applying it in your organisation? Perhaps you are reluctant to move away from more familiar delivery models?

In this digital age, there is an increasing need to be responsive to changing customer needs and markets. During the lab, we will explore what is Agile, how this is applied to the delivery of analytics projects, the benefits and what to be on the look out for.

We will also focus on providing a real-life story example, told by one of your peers, sharing their experiences and the successes they have achieved using Agile to deliver Analytics projects using a blend of onshore, nearshore and offshore resources.

As organisations modernise their IT operating and delivery models, some are creating multifunctional teams and breaking down silos across IT. They are also looking beyond organisational boundaries to explore the open talent market and to form new types of relationships with vendors, incubators, and academics” – Deloitte tech trends 2017 publication

The success of trying something new can boil down to a shift in mind-set and how open your people are willing to change coupled with the supporting infrastructure and capabilities. Are you ready?


Lunch 1 hour 15 mins

Move to plenary

14.30 Plenary 4a: From transactional to value enabler: how Kellogg’s GBS organisation has come to own insight and analytics, driving value within the wider organisation

Like many companies, Kellogg’s Global Business Services (GBS) organisation started out as an engine for centralising transactional activities. However, market-driven changes to how Kellogg manages its distribution forced changes in the end-to-end processes and GBS to re-imagine its organisation.

With a stronger focus on end-to-end processes, underpinned by Global Process Owners, and leveraging digital and analytics opportunities, GBS today has defined its role in supporting the company’s growth and providing insight for the business.

In this session Steve Rudderham, Kellogg’s Vice President, Global Business Services, will discuss:

  • The journey Kellogg has taken to become a provider of value-add activities and analytics capabilities within the business
  • How taking on higher-value activities has impacted the culture and perception of Kellogg’s GBS organisation
  • How Kellogg’s GBS talent acquisition strategy adjusted to meet the demands of increased capabilities


15.10 Plenary 5a: Through the customer's eyes: end-to-end processes designed around the user at Cisco

Re-organising your GBS organisation around customer-focussed end-to-end processes was always going to be an ambitious undertaking – especially when that organisation encompasses 14 000 people working across finance, HR, procurement, technology and real estate.

In this session Janet Ramey will discuss how that ambition has developed and the approach her team is taking today to end-to-end process excellence, including:

  • How Cisco is using an Ariba implementation as a linchpin to reorganise its end-to-end procure to pay process
  • How end-to-end business processes are the path of least resistance to digitisation and service delivery excellence
  • Why Cisco’s transformation ambition is motivated less by shared services cost reduction and more by improving customer experiences and so delivering productivity savings to the broader business


Delegates attending Plenary 4b and 5b will need to move to the HR plenary room after lunch as sessions run concurrently with Plenary 4a and 5a

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

The world of work is facing dramatic change driven by technology, demographic shifts and the evolving expectations of talent. Most recently, we have also witnessed a profound shift in the mind-set of organisations and the role they are expected to play within wider society.

Deloitte’s Global Human Capital trends report is based on a survey of more than 11 000 business and HR leaders across 124 countries and reveals 10 areas for businesses to focus on to better organise, manage, develop and align people at work. So what are the 2018 Human Capital trends? What do these mean for global businesses? What are the implications of these trends on shared service organisations?

Join Brett Walsh, Deloitte’s Global Human Capital Lead Partner, and David Cushen, Vice President Learning, Downstream at Shell as they summarise this year’s key trends and explain how Shell are promoting the social enterprise by supporting an expansive ecosystem of several hundred thousand people gaining accredited skills outside of the Shell organisation. 


15.10 Plenary 5b: How HR is adapting to support the future world of work

Digital disruption has changed the mind-set of organisations, taking many of them from a ‘survive and thrive’ mentality to one of ‘evolve or die.’ Winners in the digital race to maturity so far are those that have adapted their operating models to become hyper connected and agile, to respond quickly to consumer demand.

With the introduction of robotics, analytics and agile software delivery, what new capabilities will shared services need to drive continuous improvement, and how will this impact the service delivery blueprint? Will their interactions with centres of expertise become more dynamic to deliver the seamless, intelligent service expected in the digital world?

In this session chaired by Richard Coombes, Deloitte’s UK HR Transformation Lead, we hear from three leaders in HR from various companies as they discuss the strategic shifts they are making to their HR functions to set them in the right direction.


Break 30 mins

16.20 Plenary 6: Changing places: the future of work and what it means for shared services

Everyone knows that the workplace is changing. Already, accelerating connectivity, new talent models and cognitive tools are changing how work gets done, who does it and what work even means. Today’s employees demand more flexibility, more opportunity and a richer experience while technological advances have, for the first time, made a completely ‘lights out’ back office a very real prospect. All of this can be daunting for shared services leaders – and these are just the realities we know about.

But disruption today brings opportunities tomorrow: changing skills, technologies and business models provide opportunities for organisations who can understand and harness them. As the backbone of many businesses and with access to huge pools of data and experience, shared services are uniquely positioned to respond to these changes.

In this session, Michael Stephan, Deloitte’s Global HR Transformation Leader, will share his insights on what the future has in store and how we can position ourselves for it. He will discuss:

  • How the structure of today’s workforce is changing beyond the rise of digital labour, with shifts towards more flexible working, freelancing and crowd sourcing posing challenges to today’s employers
  • How managing your employee’s experience and maintaining control of your external brand are going to be two of the greatest challenges of this future of work – but also two of the greatest differentiators
  • Deloitte’s concept of the ‘irresistible organisation’: how it will take more than just technology to win in the future war for talent


17.00 Plenary panel discussion: Hearts versus minds: managing shared services organisations in light of massive disruption

Massive changes – in our workforce, workplace, and work content – are expected by shared services leaders. But how do you actually manage in a new normal, when historical skillsets may no longer be as relevant, when the workforce’s ambitions no longer align with corporate goals, and when digitalisation is expected to turn the way we deliver shared services value upside-down. Will effective shared services management stratagems change, putting different emphasis on soft and hard or technical skills, leveraging different techniques we haven’t yet evolved, or is getting the best out of your shared services team still a matter of knowing when to manage with the mind and when to manage with the heart.

Deborah Kops will facilitate a unique session in which AkzoNobel’s Rob Bradford and former shared services leader Simone Noordegraaf explore the management styles and techniques required to take business services organisations into the digital age. Together, they will debate:

  • What actually changes – or are we overthinking how shared services work will get done?
  • Does the historical HR construct evolve?
  • What new management techniques, if any, actually spur talent to make careers in shared services and deliver value?


Drinks reception

Evening event

Day 2 - 10 October 2018

09:15 Plenary 8: How to significantly scale a GBS in an organisation that does not mandate participation

Shell was one of the pioneers of shared services in the mid 90’s and today runs one of the largest ‘captive’ GBS organisations with around 17% of total headcount across 5 sites and covering 12 businesses / functions. Leading the GBS Common Infrastructure Management (CIM) organisation, Jawwad Cheema’s primary function is to identify opportunities and drive activity to the GBS as well as determining how to extract value by creating the most appropriate location and delivery strategy. In this way, Shell Business Operations (SBO) remains central to Shell’s operations. Here, he will discuss:

  • The complexities of managing one of the largest captive organisations
  • The nuances of Shell’s 2-pillar (functional owner / common infrastructure) approach and why Shell continues to endorses it
  • How SBO has continued to grow in a business where it does not mandate participation
  • How to continue to extract value and remain agile using a multi-site strategy
  • Predictions on how the model will evolve in the future
  • Regardless of size, this is a story of the art of the possible in terms of scaling shared services.


09.55 Plenary 9: Getting your customer experience right in the digital age

As we rush towards our digital future, it is easy to lose sight of the users that shared services are meant to provide for. Robots and cognitive agents offer the prospect of working faster and at a lower cost than previously. AI and advanced analytics tools raise the prospect of GBS using its huge reserves of data to unlock crucial insights. But these advances are useless if shared services cannot bring their customers on this journey.

In their personal lives, consumers have become accustomed to a seamless experience. They move between stores, websites and apps, and expect the companies vying for their attention to handle this perfectly, even anticipating their needs. But these same consumers are also the day-to-day customers of shared services organisations and, all too often, their experience there falls short of expectations.

In this session, Richard Small of Deloitte Digital will discuss how shared services should rethink their approach to customer experience, including:

  • Employing design thinking to move away from functional silos and structure operations in the same way your users see them, such as customer, employee or supplier services
  • How digital technology offers new opportunities for ‘smart contact’ with digitally aware and connected customers through digital interaction and self-service tools
  • How you cannot forget your people, who will continue to have a vital role as the guardian of the customer experience and provide that all important personal connection


Break 30 mins

Move to breakout series three

11:05 Focus 17: Blockchain: replacing hype with reality

As with many new technologies, Blockchain is widely talked about but all too rarely understood. Amidst all the hype, it can be difficult to understand the practical applications your organisations. In this breakout, Antonio Senatore and Anthony Day of Deloitte’s Blockchain EMEA Centre of Excellence will build on last year’s Blockchain 101 session and discuss some of the practical applications of blockchain in a shared services environment.

They will demo transactional use cases of blockchain, including around payments, intercompany reconciliations, as well as more complex applications such as regulatory reporting and know your client (KYC) checks and will help you understand how you can apply the technology within your own organisations.


11.05 Focus 18: Raising robots: Experian’s hub-and-spoke robotics centre of excellence

Experian’s journey with robotics started two years ago with a small proof of concept and minor successes. As of June 1st, they now boast a suite of almost thirty automations. Remarkably in the last couple of months they have brought in over forty developers across different parts of the business to cope with the growth in demand.

The rapid growth of RPA in Experian has been driven by three factors: an awareness campaign that has demonstrated the benefits of robotics in reducing employee workload across the entire business; a centre of excellence (CoE) structure that drives standards and best practice from the centre but encourages the business to pursue and prioritise their own automations, and an RPA software platform that is both highly business user-friendly and rapidly scalable.

Jason Cox, Senior IT Specialist and founder of the RPA centre of excellence at Experian, in conjunction with Automation Anywhere, will discuss how Experian have made RPA a success and some of the key takeaways for other organisations of this approach, including:

  • How Experian have built awareness of RPA and fuelled demand for robotics in the wider business
  • The structure of their RPA CoE, with a small central team maintaining production robots and teams of developers sitting across the business
  • The logic behind this approach – and how it balances flexibility for the business with the need to ensure standards and compliance 


11.05 Focus 19: Smith & Nephew’s Shift Left strategy: anticipating your customers’ needs without even speaking to them

With the customer journey and experience such a hot topic, many shared services leaders are looking at how they can provide personalised services and really understand what it is their customers are after.  But what if the goal is subtly different: knowing your customer so well that you do not even need to talk to them.

In this session, Phil Priest, SVP Global Business Services at Smith and Nephew, will discuss their Shift Left strategy.  This focuses on taking cost out without forgoing customer service and has centred around increasing the use of portals and web chat services while reducing face-to-face contact.  Phil will discuss the strategy and key lessons learned, including:

  • The key tenets of ‘Shift Left’: from the elimination of cost and effort intensive activities to the adoption of low cost contact channels
  • How to be both customer-centric and standardised: a customer focus need not require countless variations
  • How successful change management is crucial to the take up and adoption of new technologies in the broader business


11.05 Focus 20: How appointing a GPO for data at AstraZeneca has reinvigorated a focus on data quality

The appointment of a new GBS lead at AstraZeneca created a fresh emphasis on getting the basics right in terms of its data as a platform for the future ‘value’ that AZ wanted to deliver from its GBS. To initiate this journey, AZ appointed a global process owner for data, and a decision was taken to start the journey by tackling vendor master data.

During this session, we’ll hear directly from Tahir, AZ’s global process owner for data on:

  • How do you gain permission to take ownership of the data?
  • How Tahir built compliance with new processes by selling the benefits
  • What progress we have made with the vendor and how the data GPO links into analytics and robotics function
  • Expansion plans from a scope perspective


11.05 Focus 21: Man and machine: the impact of robotics and cognitive automation on your workforce and how to manage people change

New technologies like robotics, cognitive computing and artificial intelligence are shaping the future of work: how we work, where we work, and the skills we need to work.

With many organisations embarking on robotic and cognitive automation journeys, the transition from old ways of working to new ways is often perceived as a threat – or at least a challenge – for individuals, teams and even society at large. Failure to manage the people aspects of these changes effectively can lead to delays, prevent the realisation of initial and continued benefits, or even halt programmes entirely. Therefore getting your workforce transition approach right the first time is crucial for success.

During this interactive session, Ad Bourgonje, workforce transition expert at Deloitte in interaction with Edgy, Deloitte’s cognitive HR agent, will discuss:

  • The extent to which new technologies will impact the way we work and the skills we need to work
  • How robotics and cognitive automation will change the way we approach future workforce transitions
  • Hints and tips on how you can approach and maintain employee engagement when your organisation is transitioning towards drastically new ways of working


11.05 Focus 22: Enabling the workforce of the future: building on cloud platforms to provide data-driven insights and decisions

Over the last few years, ‘moving to the cloud’ has been a common refrain amongst HR professionals. However, with technology, automation, AI, machine learning and analytics moving at a faster pace than ever before, more and more organisations are asking whether the cloud is enough – particularly when it comes to using employee data to drive insight into how the workforce operates and how to optimise value created by the workforce.

In this context, and with cloud HR systems creating a huge amount of employee data that is held within Shared Service Centres, we seek to answer questions such as:

  • What is the role your HR Shared Service Centre should play in delivering workforce insights to the broader business?
  • Do you need the latest and greatest analytical tools – or is it more about asking the right questions and extracting the right data?
  • How can you build on what you have and make the most of your existing capabilities?
  • How can you combine analytics techniques, tools and automation to drive the biggest value from your workforce data?


11.05 Lab 7: Scaling RPA

This session is designed for organisations which have already embarked on the Robotic Process Automation (RPA) journey and are now looking to scale up their RPA capabilities. We will explore the ‘art of the possible’ when it comes to scaling RPA and discuss what an RPA ambition might look like.

Drawing on the experience of our clients, we will explore different benefits delivery scenarios and discuss the main scaling challenges companies face. We will then help the participants understand what it means to be ‘scale-ready’ using our proprietary RPA maturity assessment framework and draw the next steps on their RPA roadmap.


11.05 Lab 8: Future-proofing shared services: improving agility, resilience and adaptability

New digital and communications technologies are changing how work gets done. The growth of the gig economy and advances in artificial intelligence are changing who does the work. Even the question of what work looks like is coming under examination as a continually evolving marketplace is driving organisations to explore new business models. Organisations are making deliberate choices on the kind of organisation they want to be and the way they would like to operate. As they are looking to become more flexible, agile and adaptable the spotlight is shifting to back office functions.

How can shared service organisations step up to the challenge and support organisations on their digital journey? How can shared services improve their own agility, resilience and adaptability to support strategic business outcomes?

In this session, Persis Mathias and Mark Bridge will lead a lively discussion on some key challenges facing shared service business leaders and will explore how shared services can future-proof itself in the face of unpredictable and exponential market changes, covering topics such as:

  • How is the Future of Work disrupting the Shared Services organisations?
  • What are the opportunities for shared services to ‘move up the value chain’ and further impact the business?
  • What role does leadership, capabilities, talent and technology play in enabling Shared Services transformation?
  • What are some of the common challenges or pitfalls and lessons we have learnt along the way?
  • Speakers

11.05 Lab 9: Effective analytics: building the right team to deliver value

When determining an organisations’ analytical maturity, we typically consider the five building blocks – strategy, people, process, data and technology, but at the core is the operating model.

Effective insight is driven by having the right people with the right capabilities, support, processes and tools to deliver high quality analytics, and the Target Operating Model provides you with the platform to achieve analytics excellence.

In this lab, we will discuss the various components of an Analytics operating model, and those typically seen for shared services. We will get you thinking about your customers and the required services, and how this is enabled by having the right capabilities, ‘Purple People’ skills and structure, exploring the typical challenges faced and how to tackle them.

You will also hear from your peers, with a real-life story where they have recently redesigned a 500 strong data and analytics team to allow them to continue to support BAU but also have space for innovation and driving new insights.

Using these learnings, in your breakout groups you will build a roadmap that will help define where to focus your time and energy when it comes to building the right team to deliver effective analytics.


Break 15 mins

Move to plenary

12.10 Plenary 10: The discipline of innovation: why we need it now more than ever

As the pace of technological development and adoption is accelerating and transforming all aspects of life, many will be familiar with the near term commercial opportunities this presents. However, few can see the broader pattern that points to discontinuous change not just impacting which products or services will be fit for use, but also which business (and even political) models will survive and thrive.

In this session, Matt Locsin, a Director in Deloitte’s global strategy and innovation practice will discuss:

  • How businesses can use new technology to reinvent not only how they do what they do, but also what they do
  • The innovation competence leaders need to embed within their organisations in order to adapt and thrive, as well as a systemic approach for doing so
  • What the strategic choices are for shared services organisations to survive and thrive in a Digital world
  • Case studies of companies which have stayed abreast of technological and commercial disruption and who have not only changed but grown through this over the years


12.50 Plenary 11: GBS transformation: the art of the possible

GBS organisations are entering a new era of change. The demand for high impact results that drive real value creation for businesses is becoming the new normal. Rapid acceleration of the GBS maturity journey is possible when leaders take the risk to disrupt, think big and bold, and empower their teams to do the same.

In this thought provoking session, be inspired to think differently about your maturity journey.  Hear about real results that can be achieved by venturing towards the art of the possible in a non traditional way:

  • Use design thinking and agile methodologies to drive change
  • Sprint to game changing results
  • Develop scorecards and metrics that will wow and delight your customers


Plenary wrap up


Move to extended lab sessions

14.15 Extended lab 1: Scaling RPA

This lab is suitable for SSC leaders and executives of organisations which have already embarked on the Robotic Process Automation (RPA) journey and are now looking to scale up their RPA capabilities.

During this interactive Lab we will explore the ‘art of the possible’ when it comes to scaling RPA and work with participants to help define their scaling RPA ambition.

Drawing on the experience of our clients, we will explore different benefits delivery scenarios and discuss the main scaling challenges companies face. We will then help the participants understand what it means to be ‘scale-ready’ using our proprietary RPA maturity assessment framework and draw the next steps on their RPA roadmap.


14.15 Extended lab 2: Decision support lab: practical steps to establish centralised decision support capabilities

One of the common themes across the two day conference is how shared services leaders and their organisations are evolving – no longer just keeping the back office ‘ticking over’ but providing decision support and insight to support critical decision making. But for many organisations, even knowing where to start and how to structure that journey can be challenging – even overwhelming.

In this session, aimed at CxOs, shared services and centre of excellence leaders who are considering new services to offer increased value, we will use interactive examples and case studies to consider the practical steps and considerations to make this happen. Participants will:

  • Consider which core capabilities of shared services are those same capabilities that underpin successful decision support organisations
  • Explore how shared service organisations and centres of excellence are using technology and talent to improve business decision making
  • Discuss the key next steps and building blocks for this journey, including the approach other organisations have followed to design and implement decision support capabilities as well as key lessons learned along the way


14.15 Extended lab 3: Analytics: designing and executing an agile proof of concept

Delivering proofs of concept (PoCs) using analytics and data is the next step in many shared service organisations journey. This extended lab will delve into the intricacies of scoping, executing and implementing a PoC using agile methodology.

Understanding when to create a PoC, the optimum sprint length and when to stop iterating is a key element in any PoC journey.

We will work through the ideal team structure and their roles using Deloitte’s ‘Purple people’ philosophy, and describe how to leverage other business units, such as finance to understand cost/benefit ratios.

In order to build coherent visualisations, we will show you effective prototyping methods using a case study to demonstrate the benefits and pitfalls of executing PoCs. Additionally, the lab will answer your deployment questions such as; is my minimum viable product (MVP) scalable? How do I know which approach to adopt?

Taking your idea from inception to industrialisation is a treacherous road, yet a few simple but effective principles will ensure that the PoC you have worked on is a successful and well-engineered solution.


14.15 Extended lab 4: Internal controls: managing risk in the age of digitalisation

Operating in an increasingly interconnected, digital world presents new challenges for risk management, with some new technologies or emerging digital competitors presenting a threat to the very existence of existing business models. This session, aimed at CFOs, Chief Controls Officers, Heads of Risk, Heads of Internal Audit and control owners will examine two key elements of risk in a digital age:

Managing risk in a digital organisation: The risk landscape is complex and fast changing. New technologies with additional risks are emerging, and businesses are developing new ways of working and new digital functions. Operations that were once local are now global, supply chains are complex and opaque, and bad news travels fast through the internet and social media.

We will explore how these new digitally-driven threats and risks need to be identified, considered and managed alongside existing risks.

Managing risk digitally: Digital brings new opportunities to embrace data, tooling and automation technologies in order to manage risks and controls more simply, proactively and efficiently.

Organisations that do this successfully will establish better understanding and accountability for risk and controls, minimise spend on risk administration, reduce manual interventions, and help predict events and issues before they happen.

We will explore how organisations are achieving this and include demos of emerging solutions and use of disruptive technologies for managing risk, including the use of machine learning and AI.


14.15 Extended lab 5: Practical discussions about your digital journey: Deloitte’s digital shared services lab

In Deloitte’s digital shared services lab we explain what we mean by digital, assess where your organisation is within the digital maturity curve and explore practical options for harnessing digital opportunities. 

This session, which is aimed at CxOs and GBS or shared services leaders who are looking to formalise their digital journey, will use a condensed version of this lab to:

  • Explain what we mean by digital
  • Assess your current digital SSC / GBS maturity against key lagging to leading indicators
  • Explore the ‘art of the possible’ and what the aspirational options for a future digital SSC operating model could look like
  • Evaluate near term options and aspirations to define practical next steps on this journey


14.15 Extended lab 6: BPO roundtable: new services, technologies and contracting models in the outsourcing market

This session is aimed at delegates whose organisations are considering outsourcing or have already done so and are looking to understand how they can extract more value from their existing outsource relationships, or who are simply interested in learning more about the market. It will consider the current trends in the business process outsourcing (BPO) market, including:

  • How some organisations plugging gaps in their own skill sets by outsourcing specialised services, such as cyber risk management
  • How BPO providers are increasingly providing higher value add services, moving up the traditional finance, HR and IT value chains
  • How contracting models are evolving as providers and customers seek to incentivise technology based productivity improvements – including RPA and AI