Main Conference Day Two: Wednesday, 10th February, 2010

7.45 Registration & Coffee

8.00 Chairperson’s Opening Remarks

8.15 Keynote Panel Discussion: Chasing The Rapid Return? Balancing Quick Win Demands With Long-Term Realities

Too often we hear the words “rapid returns” and “quick wins.” It’s of no surprise as SSOs are under constant pressure to further reduce costs while maintaining service levels and as a result, will do just about anything to get there. Many of these decisions lack proper long-term thinking and as a result, negatively impact organisations strength in the coming year.

  • How long do you really need for rapid returns to substantiate and how do you communicate this to the top?
  • How is this affecting the deals that were signed a year or two ago?
  • How as a captive, hybrid or outsourced can you optimise more efficiently?

Moderator:
Rick Sturge
WNS

Ravindra Rao
Global Director Procure to Pay
Honeywell

Dr. Joachim Jaeckle
Corporate SVP, Financial Operations
Henkel Group

Sharon Finch
Head of Finance Shared Services
Tui Travel

9:15 Nelsonhall 2010 State Of The Outsourcing Industry Report

During this session you will hear Nelson Hall’s analysis of the global outsourcing activity to include changes in levels of demand and emerging BPO activity.

  • A review and analysis of recent BPO activity
  • A rolling comparison of levels and type of BPO activity
  • Analysis of major BPO contract trends by service type, vendor, industry and geography
  • Identification of the hottest BPO areas emerging, and the opportunities they present'

Rachel Stormonth
Head of Research
Nelson Hall

10.05 Quick Wins: Top Five Things To Do When Told To Cut 2010 Expenses By (another) 10%

10.15 Morning Networking & Refreshment Break


 

Track One

Session Sponsor: ITD Hungary

Track Two

Stream Sponsor: Arvato UK & Ireland

Blue Sky Leadership Forum
10.45

Double Session Roundtable: Reinventing Measurement For Continuous Improvement: Developing An Integrated Framework, Focusing On The Right & Critical Measures

There is no question that metrics are a necessary component to your shared services or BPO strategy. They can be used as an effective tool for driving continuous improvement, improving workflow, and managing customer relations, but metrics are only as valuable as the information that they provide. In fact, having too many metrics can overcomplicate things and diminish the likelihood of retaining valuable data from your metrics.

  • Create a level of accountability and sustainability by designing and implementing process efficiency and effectiveness metrics
  • Drive process effectiveness beyond process efficiencies through a service selection methodology to ensure cost savings, revenue growth and improved service delivery
  • Achieve standardised reporting and enhance transparency to the end user

Jens Gemmel
Head of Strategic Transformation
London Borough of Lambeth

Sanjay Sridher
Director Shared Services
Balfour Beatty

Julien Lambert
Global Finance Shared Services Director
Areva T&D

Double Session Roundtable Discussion: Smart Contracting For Bpo Success Part One & Part Two

Part One: The Art of Negotiation for Comprehensive BPO: A Partnership Mindset, not a Transactional Orientation

  • Discuss the length and design of contracts – what is the impact of shorter term agreements?
  • Highlight the way you can squeeze additional costs savings and look at the ways this might affect relationships, quality and innovation
  • Uncover the behaviour characteristics of a good partner and discover ways to forge positive actions as a core competency of your partnering practices
  • Renegotiate when a contract is longer fit for purpose

Chris Paull
VP, Global HR Shared Services
IHG

Martin Roe
Head of Outsourcing
Vodafone

Part Two: Developing Mutual Rewards: Innovation At Its Best

  • Discuss the ways you can actually nurture innovation in a cost-cutting environment
  • Develop mutual rewards for both your organization and service provider by gainsharing mechanisms and incentives
  • Drive innovation and value creation in remote, global relationships

Srinivas Krishna
Director, Finance Operations
Microsoft

Double Session Roundtable Discussion: The Real Business Case For Creating An Enterprise-Wide Seat At The Table For Transactional Processing

Everyone strives to be a world-class organisation, but only a minority achieve this goal. The secret, is in how organisations roll out shared services and whether their efforts are truly transformational or simply a gathering of warm bodies. The best SSOs view themselves as more than just back-office support. They operate as businesses in their own right, positioning themselves as preferred suppliers to their internal customers. Through this approach, world-class SSOs generate exceptional benefit. Attend this roundtable to find out the hallmarks of a highly effective sharedservices business unit.

  • Simplify and standardise across all your units and apply technology by looking at processes from an end-to-end standpoint
  • Measure the effectiveness and implement hard performance targets to ensure successful transformation through shared services
  • Assess needs for the next 3 to 5 years through careful gap analysis and strategic planning approaches

Joachim Jaeckle
Corporate Senior Vice President Financial Operations
Henkel Group
12.20

Networking Luncheon
1.30

Roundtable Discussion: Silo-Function Versus Multifunction: True Shared Services Business Model Or Merely A Centralised Functional Organisation?

SSOs with limited scope, sometimes do not evolve past their “process silos” and may not demonstrate many of the key attributes found in a successful multifunctional SSC operating model. This raises a very interesting debate as to whether or not such an operation is a true “shared services business model” or merely a centralised organisation.

  • What are the attributes that will help drive significant integration across multiple functions within the SSC, and between the SSC and the business units?
  • Are these attributes embedded in the SSC’s organizational culture and are they perceived as positive?
  • Do the performance operating results of the SSC consistently exceed expectations, as measured by internal and external benchmarks

Marcus Demgenski
Director Shared Services Europe
LyondellBasell

Sanjay Sridher
Director Shared Services
Balfour Beatty

Panel Session: Managing Local Compliance : Adopting A Strategy That Works With Your FSS

One consequence of implementing a shared services model is the reduction or removal of local finance headcount, which can create compliance and regulatory risks. While transactional functions are readily centralised, statutory accounts and tax compliance require knowledge of local regulation. Non-compliance in a country may not just mean financial penalties but may even put the commercial operation in a country at risk. During this session, BDO and [clients to be announced] describe their approach to this issue using outsourced service provision from a global accounting network. They will highlight the necessary components to a successful partnership including a joint effort in defining processes and a flexible model that works with changing business needs.

  • Discuss the issues for local compliance arising from implementation of a SSC model
  • Prepare and file statutory accounts under local GAAP
  • Cover the requirements of local GAAP knowledge and local legislation obligations
  • Taxation: manage local corporate and sales tax compliance
  • Importance of local presence - dealing with local enquiries and tax audits
  • Discuss the back office accounting in countries outside the scope of SSC roll-out
  • Discuss the importance of flexibility in your partner relationship
  • A look into the future - will international finance and reporting standards help?

David Lewis
Director Business Advisory & Outsourcing
BDO LLP

Double Session Roundtable Discussion: Why Companies Get Governance Wrong

Shared services operations often fail because they are insufficiently trusted by their customers within the business. In order to overcome this inhibitor, you must make sure that services offered and they way they are delivered are satisfactory to the business.

  • Define what governance means in the shared services environment and highlight the common issues, both captive and outsourced
  • Highlight the common overlooked items within the defined governance structure – and how this leads to mayhem
  • Discuss ownership of the structure - who are the participants and what are their roles?

Pawan Randev
Director Global Banking
Deutsche Bank
2.20

Roundtable Discussion: A Fool Proof Guide For Successful Change Management In Your Service Delivery Model

Addressing business units' reluctance to support Shared Services is a key concern for all stages of the Shared Services cycle. Ongoing people and change management within an organization culture is critical for initial success and future growth. Change management is continually sited as one of the most needed and most challenging skills to master because there are a number of factors one must take into consideration when developing their overall solution.

  • Create a vision for the global good by aligning all stakeholders to one common vision
  • Understand what works and what doesn't within your organisation’s culture
  • Determine goals and objectives for everything whether your SSO is ensconced into company culture or the initiative is new
  • Integrate customer feedback into multiple aspects of the program, including process design, system design and training

Kirk Wilkenson
Senior Director, Shared Services
Colt Telecom

Szymon Najdychor
HR Business Services Manager
Rockwell Automation
3.05

Afternoon Networking Break
3.35

Roundtable Discussion: Living In The Clouds? SAAS As A Compliment To BPO? 2010 Technology Update

The emergence of BPO has kick-started a trend to bundle ITO and BPO in outsourcing deals. This convergence facilitates an organisation to accelerate its agenda to focus on core competencies and add value to the processes and business as a whole.

Attend this panel and learn how to:

  • Bundle ITO and BPO to make governance easier
  • Progress to broader outsourced solutions faster, more easily and more systematically
  • Allow better control of the IT used in the BPO process

Adrian Davey
Head of IT
Tube Lines

Creating Healthy Competition For Your Suppliers: Multisourcing As The Recipe For Success In Today’s Volatile Market

Many companies are moving towards multisourcing as a way to minimise risk by diversifying their client base and maintain a continuous degree of competitive pressure between suppliers.

  • Identify the key drivers for multisourcing in today’s marketplace: Multisourcing vs. Onesource mega-deal
  • Leverage multiple providers for business advantage, flexibility and innovation
  • Discuss the hurdles accompanied by multiple partners and contracts
  • Learn to properly allocate adequate internal resources to manage multiple suppliers

John Hall
SVP, Business Support
DSM

Best Practices In Leadership Development And Change

Your role in setting strategic direction, allocating resources and serving as an early warning system is becoming increasingly prominent and even more visible in this turbulent market. The weak economy has shaken up shareholder values and as a result, you must take on greater accountability and exude strong leadership with a close connection to the supporting business units you govern. A high performance staff needs your trust, optimism and encouragement.

  • Implement the right model for organizational change to commit to excellence
  • Create an environment of ownership and accountability at every level of the organization
  • Discuss the role of leadership development programs in corporate strategy
  • Discuss the specific issues of leading during uncertain times

Charlotte Mackintosh
Director HR Professional Service Centre
Quintiles

Sanjay Sridher
Director Shared Services
Balfour Beatty

John Curran
Director, EU Shared Services
Amazon.com

4.20 Chairpersons Closing Remarks And End Of Conference