Conference Day Two: Wednesday, 12 April 2017

08:30 AM - 09:00 AM Coffee & Registration



09:00 AM - 09:10 AM Conference Opening – Remarks from the Conference Chairperson

09:10 AM - 09:50 AM Developing a Road Map to Rollout a Successful Shared Services Model and Gain Stakeholder Buy In

Lakshman Ratnam, Head of Finance Shared Services, NewsCorp Australia / Former Business Trans, Colgate
Colgate is a pioneering shared service company which o ered a signifi cant contribution to the ‘rule book’ for global shared services. For almost a decade before moving to Newscorp’s, Lakshman Ratnam developed and implemented Colgate Palmolive’s global, centralized and technology enhanced delivery model with global and regional business centres in India, Mexico, Poland and Switzerland, delivering increasingly value adding services to 212 locations. 80% of Colgate’s fi nance work is now getting done in their shared service.

  • Developing a program roadmap, framework and methodology including holistic stakeholder assessment and change management
  • Providing a structured basis to transform, while minimizing business disruption and maximizing new process uptake
  • Focusing on value adding work rather than cost saving: embarking on transformation process to get the best out of existing people and resources

Now Mr. Ratnam is driving the vision for Newscorp’s fairly immature shared service, developing the blueprint to take them into the new shared service world. The key focus is gaining support from senior executives. His three key lessons; never move only for labour arbitration, distance adds cost, focus on the quality of the output and value adding; cost should be the icing on the cake.
  • Gaining buy in from stakeholders as to the capability of your shared service
  • Establishing the distinction between value adding a transactional work amongst your staff
  • Getting staff to think di erently and bring their cost saving brains to work: instilling accountability and empowerment
  • Gaining trust of senior executives in noticing the potential of shared service staff to achieve cost savings

Lakshman Ratnam

Head of Finance Shared Services, NewsCorp Australia / Former Business Trans
Colgate

09:50 AM - 11:00 AM Developing Strategic Partnerships With Suppliers to Take Relationships to the Next Level

NBN has outsourced a number of SS activities, including procurement. Being strong on scaling up operations, the company is doubling year on year and needed to outsource for scale and cost reduction. As a result, it has set up collaborative and strategic relationships, whether with BPOs or day to day suppliers. ‘Supplier Summits’ where a large group of partner company executives are walked through NBN’s plan, and ‘Executive Strategy Meetings’ where a smaller gathering of partner and NBN executives have enabled collaborative partnerships.

  • Moving away from the cooperation phase and entering the collaboration phase
  • Leveraging strategic relations with suppliers to drive high business growth, supply chain resiliency and value chain optimization
  • Aligning internal procurement objectives and KPIs with that of the strategic partner
  • Building robust contract management and supplier performance systems to create a sustainable relationship
  • Setting up an SRM from scratch: using design thinking, leadership, relationship management

11:00 AM - 11:30 AM Morning Tea

11:30 AM - 12:10 PM The Role of HRSS in Driving Business Intelligence and Facilitating Higher Value Added Tasks

Paul Leaver, Director, HR Specialist Services & Support, Optus
At just 70k, or one person’s salary, Optus has chosen to implement a Chatbot to fi eld customer queries and free up sta for higher value tasks. The role the back o ce will play in gathering the most appropriate data and insights for this function to be a success is signifi cant. In order to free up the back o ce, Optus has decided to move parts of the business o shore to leverage a more sophisticated CRM. Having established a robust shared service internally, they are now outsourcing their processes, while keeping the analytics o ce onshore; all in the spirit of automating the admin to free up time to crunch the metrics.

  • The role of HRSS in driving business intelligence
  • Using data to improve the HR function: (i.e. attributes of top and low performing staff vs who resigned in last 12 months)
  • Measuring engagement levels and comparing to profitability and efficiency of store
  • Leveraging the back office for insights and data
  • Driving self service through a Chatbot
  • Building a Chatbot with existing helpdesk data

Paul Leaver

Director, HR Specialist Services & Support
Optus

12:10 PM - 12:50 PM Enhancing Process Excellence to Aid in Managing the Shared Services Cost and Quality Trade-Off

Gavin Martin, Head of Performance Management - Shared Services, Suncorp Group
Suncorp’s 100 strong performance management team, half of which are based in India, brings a di erent dimension to its fi nance shared service. With a data driven focus, the team is the force behind advancing the importance of the back o ce in delivering insights and progression. In this session, Gavin will delve into the importance of people to an organisation and how to bring them along the shared services journey to ensure back o ce functions are advanced internally. He will also share his key learnings on how to e ectively manage the trade-o between cost and quality that many organisations face when building the business case and implementing a shared service.

  • Delivering quality through the connection of people, ideas and the use of offshore expertise
  • Effciently using Robotic Process Automation to outsource on shore
  • How do you inspire culture and engage with people through effective communication

Gavin Martin

Head of Performance Management - Shared Services
Suncorp Group

12:50 PM - 1:50 PM Lunch Break

1:50 PM - 2:30 PM Customising Design For Less: Developing Your Own Fit For Purpose Platform

Danielle Ryan, Head of Operations & Process Excellence, Bank of Queensland
With less $500k, the Bank of Queensland has developed a commercial lending platform for its business lending bank. An o -the-shelf platform was going to cost between $12-15 million, so the bank decided to innovate. Partnering with a software vendor, they developed the platform using an agile approach, testing the product as it progressed, tweaking the elements that were unnecessary, and adding new features employees wanted.

The team managed the iterative design, developed and delivered the platform with 80% capability that would’ve come with the more expensive option.

The new platform has enabled greater e ciency and paperless workfl ow. The benefi ts have been realized in the conditions management system and operational risk, with the ability monitor a lot more.

  • Adopting an agile approach to develop and deliver new technology
  • Minimizing the change impact: using a user group and advocates for what will be delivered
  • Product ownership: gathering momentum by including employees in the design and delivery
  • Rolling the platform out across other functions and departments

Danielle Ryan

Head of Operations & Process Excellence
Bank of Queensland
When considering Shared Services, it is far too often that the transactional aspects are prioritised and the customer focus is left behind. This trade o is now presenting itself as something pivotal for organisations to approach in order to ensure they are providing a strong service delivery and not compromising their o erings. This session will delve into the key topics that Shared Services agencies are facing across all stages of maturity and o er practical, case study based insights on how to best tackle them.

  • What do you see as the main challenges in developing strong partnerships?
  • How have you addressed these issues?
  • What benefits have you seen by addressing these issues?

Graham Tanton

Executive Director Shared Services
ACT Government

Danielle Anderson

Executive Director, Advisory and Business Development Services
Queensland Shared Services - DSITI

3:10 PM - 3:50 PM Utilising Global Captive Arrangements to Improve Service Delivery

Gavin Ifield, Head of Business Services, Holcim
Holcim is the world’s largest construction company, with approximately 100,000 employees across 90 countries. Currently hosting global and regional service centres in Slovakia, Toronto and Columbia amongst others, Holcim is now looking to transition their shared services model to Manilla over the next 6-9 months.

  • Evolving domestic and international shared services models through captive arrangements
  • Standardising practices and service delivery across 90 countries with varying cultures and systems
  • Achieving continuity and discipline for the shared services model

Gavin Ifield

Head of Business Services
Holcim

3:50 PM - 4:30 PM Afternoon Tea

4:30 PM - 5:10 PM Devolving Responsibilities and Changing the VP from Governance and Service Excellence

John Gearing, GM Finance Shared Services, Queensland Urban Utilities
In the initial stages of a Shared Service establishment it is quite common to place a collection of activities in the SS that are not functioning optimally. One of the challenges is to ensure that the SS can add value to that activity. Assuming so, the next challenge is to challenge when that activity could be let go. That is devolving responsibility back to the business typically following process excellence, value optimisation and robust governance. At QUU, the Shared Service has been assessing activities that no longer belong in the centre (as well as adding more that do) and changing the value proposition from purely governance and service excellence to insights and support to the business. This has entailed devolving activities that were centralised but do not align with QUU cultural values of accountability and ownership.

John Gearing

GM Finance Shared Services
Queensland Urban Utilities
We are currently in an age of technology disruption and digitisation. The winning organisations are those that can adapt quickly and drive business transformation on an ongoing basis. In this panel, our experts will come together to discuss what transformation strategies they’re employing in their own wining organisations, to help you benefit from their experience and expertise.

This session will explore these key questions:
  • What current transformation projects are you working on in your organisation?
  • What are the current business transformation trends that you are seeing in Australia and globally within RPA?
  • How are the skill-sets required to be successful in shared services changing?
  • How are you creating more value for your business beyond basic cost savings?

Gavin Ifield

Head of Business Services
Holcim

Siju Johnny

Chief Procurement Office – NSW Trains
Transport NSW

Darren Fewster

Executive Director, Global HR Shared Services and Innovation
Telstra

5:50 PM - 6:00 PM Conference Closing – Remarks from the Conference Chairperson

6:00 PM - 11:59 PM End of Conference