Your current filters are…
•Utilize data to make you a wanted business partner
•Make interrelationships of the data, understanding the metrics and business drivers
•Improve key controls and reporting to the design and implementation of operational and customer dashboards
•Highlight the enabling tools
•Discuss the challenges - privacy, what are the questions we should be asking?
Arindam Mukhopadhyay, Executive Vice President, CITIGROUP
Shared services teams need to develop and measure their value creation within the organization. This presentation will cover aligning shared services strategic objectives with corporate objectives. We will focus on metrics associated with measuring value and the FP&A's role within the shared services organization to build relevant frameworks.
•Determine which metrics best suit your organization, how do you ensure their integrity, and how often should you review them?
•Anticipate and manage the changes in corporate objectives as the C-suite ‘changing of the guard’ occurs, and how do you ensure it does not disrupt the overall long-term strategic goals of the organizations shared services center?
•Learn the most accurate and reliable way to measure value in a world of ever changing variables?
Tarun Chopra, CFO, Clements Worldwide
How significant is your role in end-to-end process optimization within your company? With the information our Finance departments now deliver to the organization, it is becoming clear that the next wave of efficiency to impact all parts of the organization revolves around full process optimization. You have a critical role in these efforts. How do you influence cross-functional initiatives for process improvement? How do you emerge from the “back-office” to gain greater involvement over the full process - or even across enterprise optimization efforts?
Melonie Humphreys, Senior Director Global Business Process, Wal-Mart
Laura Kennedy, Senior Director of Finance, Walmart
The current business climate is forcing finance leaders to take a hard look at their finance organizations and ensure they are aligned with enterprise strategy, particularly on the highest value activities.
One approach is to alter the organizational model to improve both effectiveness and efficiencies. Nike Canada Finance applied a 5 step process that:
•Maximize limited resources, after a centralization re-org
•Apply creative solutions to serve several objectives simultaneously
•Develop centers of leadership
Tim Dunn, Director of Finance, Nike Canada
Risk pervades almost every functional area and management process, therefore capturing risk and assessing overall exposure is a very challenging exercise
Gregg Silver, Chief Financial Officer, 1ST FINANCIAL BANK USA
Hosted By: BlackLine Systems
Deborah Kops, Experienced Shared Services Professional, Sourcing Change
Hosted By: Datamatics
•Craft the business case for short-term versus long-term goals
•Learn the impact to the retained organization when outsourcing goes well and what it does not
•Recognize the shifting skills sets and training required to prepare the organization for the transition
Shawn Bryant, Director Global Financial Operations, American Express
AP organizations are moving from transactional excellence to value-add through cash management, vendor management, spend management, contract management and much, much more. But how do these changes in AP affect Procurement and the end-to-end P2P work stream?
Daron Whisman, Director of Finance, Memorial Hermann
As delivery models and aspirations for shared service groups reach loftier levels, demands on leaders and staff at all levels is increasing. Talent management is a crucial element driving shared service success. How do you take talent management far beyond the organizational and geographic boundaries of your current staff and latest hire? In a world of greater collaboration and partnership with external service providers how do you ensure you are retaining and developing the right talent for the future of the enterprise? Understand how to uncover and harness the talent that lies within shared services organizations and outsourced functions, and what that means in this challenging new era.
•Take talent management far beyond the organizational and geographic boundaries of your current staff and latest hire
•Ensure you are retaining and developing the right talent for the future of the enterprise
•Uncover and harness the talent that lies within shared services organizations and outsourced functions, and what that means in this challenging new era
Keith Dunnell, Senior Director, Global Shared Services, North America, Siemens
•Review the many incentives and challenges which co-exist including tax-havens and human capital management
•Discuss offshore labor and how this is becoming a more viable option not only for IT functions, but also for Financial Services functions
•Maneuver through a new era of change to successfully capture all the opportunities which exist in emerging markets
Morey Thompson, Director Finance Operations, Essilor of America
•Learn how International Travel, Order Entry, and Order Management act as an expansion mechanism for Finance
•Create a multifunction shared services model
•Understand the shift of general administrative tasks moving under finance, card screening, and global mobility
•Understand how non-core transactions are moving under finance and what this means for the future of finance
Kathleen Bienkowski, Vice President Global Shared Services, Kelly Services
Cynthia Haug, SCM – Global Procure to Pay Manager, Newmont Mining Corporation
•Highlight the evaluation criteria when looking to make a change?
•Learn how to plan structurally and corporate-culturally for the transition?
•Gain control or first stabilize and optimize an operation before sending the work to a third party?
•Highlight the importance of customer service regardless of which functions are being outsourced?
Many organizations are transforming their procurement function by a number of ways mentioned below which are all key steps that, if executed flawlessly, will lead you to a hidden vault of gold. Come hear a live example of where the juice was worth the squeeze and one company has a new hero in the head of Indirect Procurement. Join Alsbridge Managing Director, Chip Wagner and his client guest from a major Midwestern manufacturer whose iconic brand you are sure to recognize as they share their collective experience.
•Transform procurement function by partnering with managed services providers to cut costs, improve results and increase velocity to savings
•Discover how to develop the strategy, select the best-fit partner, negotiate a viable contract, manage organizational change and discover a hidden vault of gold
•Hear a live example of the best places to invest your efforts
Chip Wagner, Managing Director, Alsbridge
•Debate the key arguments for multi-functional shared services
•Learn how automation should be utilized greater in an end-to-end cross functional approach
•Discuss how we define multifunction as location, organization, or cross-function?
Steve Johnson, VP Finance of CAE Healthcare
19th–21st September 2012