Tony Sayer, VP Assistant Corporate Controller Shared Services at Parker Hannifin Corporation, discusses in his presentation overcoming roadblocks once you’ve embarked on a compelling and data-driven business case journey to jumpstart your SSO. As well as developing the strategy for a shared services model, examples of a case study on how to implement, and dealing with the inevitable "Noise."
Charanjit Singh, VP Shared Financial Services at Ontario Power Generation, speaks about the Enterprise Systems Consolidation Project, making a case for master data management, research and best practice findings, roadmap in the short and long-term, the MDM data ownership matrix, current solution for finance master data, implementation examples and more on lessons learned & best practices.
As Part of Your Comprehensive Shared Services Implementation Strategy, Roman Zydownyk from RCSG Inc. Consulting Services, discusses the status of SSO in his organization, key lessons & shared services 1.0 to 2.0, considerations when moving to a shared services model: transitioning through the stages and establishing scope. Also integrating business services with back office functions, and a case study of the Financial Services Commission of Ontario.
Brian Chan discusses the framework for project, program and change management from the ideation stage through to execution and the post-investment review in this past presentation.
Dennis Dodo, CPA, MBA, and Vice President - Shared Financial Services at Ontario Power Generation, divulges the considerations his organization undertook when implementing a shared services model: single or multi-function? He also discusses their steps toward the approach: Centralize, Consolidate, Assess Risk, Mitigate and Assess Results.
Does Your Process Documentation Pass the Test? How to Achieve End-to-End Process Excellence through Proper Mapping and Documentation
Camille Reid, Vice President, Financial and Employee Services for BC Clinical and Support Services, discusses a case study on achieving end-to-end process excellence through proper mapping and documentation.
Canadian Blood Services launched its first shared services organization in April 2016, integrating HR, finance, and payroll functions from across the organization, which was a signifcant strategic change for the organization. Robert Phillips, Director of Shared Services for Canadian Blood Services shares:
- Why shared services was a strategic priority for Canadian Blood Services, and how it aligns with broader organizational changes, and how it enables the organization’s mandate as Canada’s national blood supply.
- The difference between centralized services and shared services: why did bringing a number of diferent teams together under one umbrella organization make a diference?
- Lessons learned from their first year—what went well, what still needs work, and what they would have done differently
- Next steps as the team transitions from stabilization to ongoing operations.
Given the increasing levels of connectivity that characterize business in the 21st century, the corresponding scale and complexity of service have also grown, with many organizations moving towards a multi-sourcing solution. But with more sourcing options, come greater responsibility; Dhruv Devnani, Director of Business Processing Services at Manulife Financial, discusses:
- How to develop a robust Vendor Management Program that includes policies, organization, governance processes, and tools
- Bench marking Service Level Agreements and developing service improvement action plans
- Risk mitigation
- Effective cross-vendor governance and cooperation
- Transitioning sourcing relationships
In any organization, innovation goes hand-in-hand with getting better, whatever ‘better’ means to you. People innovate! If you enable them, they will deliver. This presentation provides an overview of the key ingredients for establishing a culture of innovation, including how to align innovation with strategy and establishing programs that engage employees and build organizational capability. Bryan Tai, Strategy Lead of Enterprise Services, Transformation and Operations at IBM shares:
- A proactive approach to innovation—it’s better to “beg for forgiveness than to ask for permission” if you’re serious about improving
- The relationship between human capital and innovation: how do you enable your people?
- How to defne practices and develop organizational capability