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.
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
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