Add an eventFinance Transformation Europe 2012 schedule
Tuesday 14th February 2012
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Metrics & Benchmarking: How Does Your Finance Organisation Stack Up to Current World-Class Levels?
To move your company forward, you need to chart where you’ve come from. Benchmarks can help. During this session you will receive key invoice and payment processing volume metrics, to assess where you company stands in comparison to other “best in class” industry leaders
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Finance Business Partnering: The New Role of the CFO
The trend towards business partnering has been ongoing for many years and different companies are at different stages in the evolution of this model. To be successful the CFO has to regard him/herself as a business person with a finance background rather than a finance person interested in the business. It also emphasises the importance of the role of the controller in ensuring that reporting is timely and accurate and that an appropriate control framework is in place and operating effectively. During this session you will hear how Reader’s Digest SSO is optimising the overall business performance by establishing total connectivity and understand of the performance drivers.
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Interactive Group Discussion: Top 10 No Brainer Tips for Data Mining
What are your numbers telling you? Finance organisations face numerous challenges when it comes to delivering insight effectively. The question remains; What is the real potential around using data that only the SSO has visibility to? The limitation is not the data, it's the questions we are asking. Strategies are emerging to enable and enhance business insight and during this session you will hear a few. From improving key controls and reporting to the design and implementation of operational and customer dashboards, learn how to improve business analytics capabilities and overall efficiency.
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Full Scale Global Business Services (GBS) Rollout Supporting 100% of Customer Base: The GE Story
- Discuss the key business case for expanding to multi-functional
- Know exactly which functions to provide
- Discus the business impact and efficiency vs. effectiveness
Anirvan Sen
GBS Leader
GE -
Value–Add 2.0 Centres of Excellence Support Front-Line Order-To-Cash & Procure-To-Pay Improvements
- Partnering with commercial teams and transactional processing centres globally
- Delivering cash benefits of >£1bn, 19 day lower DSO and 26 day higher DPO
- Developing a GSK-wide change management framework to accelerate the centre delivery strategy
Stephen Kunz
Director, Corporate Finance
GlaxoSmithKline -
From Country to Regional to Global: Finance System & Process Integration Across Rapidly Emerging Markets
Cisco Systems adopted a shared services model in 2006 as part of its globalisation strategy to become more scalable. Back then Cisco was a $25bn company growing at 15% with the aim of doubling its size within 5 years. Such ambitions required a scalable model, so they developed a model consisting of centres of excellence and an SSO. This new structure empowered Cisco's SSO to reach out to deliver more complex financial operations to its business units and offer cross-functional services to the customer. They’ve since reduced from 35 countries to 5 global centres, working on a country enablement project within finance for the expansion into ten new countries. Hear the next steps to this international complex transformation.
Petra Williams
Controller Emerging Markets
Cisco Systems
Wednesday 15th February 2012
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Finance Business Partnering
In today’s environment, uncertainty and volatility will remain. You must learn to navigate your business with full transparency of the risks and opportunities. You must place a greater demand on productivity and customer value. During this session learn how to lead this fundamental change, placing you at the front of your competition.
- Learn the concepts, information infrastructure and management processes that will move the business to the next level of responsiveness.
- Improve and extend the capabilities for fact-based decision making across the organisation.
- Make visible your role in transforming finance into a true business partner
Dieter John
CFO
Eurocopter Group -
End to End Data Process: From Collection to Business Insights
by Shell
Frans Liefhebber
Vice President Data Management
Shell -
Track A: Improving O2C Efficiency through Payables Automation
ArcelorMittal understands what it takes to prepare a strong business case for payables automation.
- Understand the key requirements when selecting an e-invoicing solution including the evaluation of providers and technology landscape
- Learn the steps to drafting a highly effective business case and RFP
Abhijit Roy
CEO, Shared Service Centre Europe Poland
ArcelorMittalAgnieszka Nowak
Global Lead Supplier Enablement
ArcelorMittal -
Track B: Transforming Financial Governance
By understanding how to implement a true finance governance program, a finance organisation can become a strategic contributor to the company’s success. This strategy can help you capture increased efficiency and realise greater effectiveness in the last mile. During this session you will hear about the approach which can help move your programme forward including;
- Developing the business case
- Creating a solid foundation
- Designing with the end in mind
- A phased implementation approach
Carol O’Neil
Deputy Director of Finance
British Red Cross -
Track C: Panel Discussion: Single-Vendor versus Multivendor Delivery: Finding the Right Model Without the Pain of Trial-and-Erro
by Thames Water
As part of a BPO decision, one very critical consideration is whether to select single or multiple vendors. Incorrect decision can result in negative impact on the outsourcing relationship and act as a roadblock to meet the objectives for the customer. During this discussion we will evaluate the critical factors that will help you make a better business decision including;
- Size of deal;
- Duration of deal;
- Location constraints;
- Type of services; customer maturity
Ian Bolger
CPO
Thames Water -
Track D: The New CFO Office: From Cost Centre to a Value Driven Model (Double session interactive roundtable)
Accelerating costs, compliance with changing regulations, and competitive pressures are transforming the CFO’s office. To ensure continued investments and focus on critical initiatives, CFOs need to drive greater efficiencies and cost savings within their back-office operations. While risk, reporting and compliance still reign high priority, the CFO strategy agenda is morphing into a role of value creator, joining the business at the centre. During this panel discussion you will hear about this shift in focus to include a mix of strategy; finance, operating, people management and risk mitigation
Dieter John
CFO
Eurocopter GroupJoachim Jaeckle
Corporate Senior Vice President
Henkel AG -
Track A: Management of Master Data in Shared Services
Hays SSC includes a full suite O2C function including; master data, billing and credit and control. all transactional processing is run from their captive India operations with higher value work kept in the UK centre. Their establishment of a successful function began with a mapping of processes, good transition plan and lean practices to identify continuous improvement efforts. During this session Martin Kirby describes the importance of good master data. How, if it is wrong or inconsistent, can lead to major issues that may not be easily identified or rectified, including errors in reporting.
- Maintain accurate master data
- Develop and maintain global data standards
- Standardise and streamline process and systems associated with data administration (including workflows)
- Purge of obsolete, inaccurate and redundant data (including archiving)
- Reduce cost of maintaining master data
Martin N. Kirby
Head of Order to Cash
Hays -
Track B: Adding High-Value Processes and Centres of Expertise to Leverage Knowledge Across the Business
Gary Park
Director Finance Change Management
Schlumberger -
Track C: Debate: Do You Need BPO To Transform Your Finance Function?
- Discuss the insource vs., outsource decision (whether or not you should outsource a “mess” to gain control, or if you should first stabalise and optimise and operation before sending work to a third party)
- Highlight how “customer service” is essential – regardless of what functions are being outsourced (or centralised with an insource model for that matter)
- Think about the relationship – from selection of the partner to execution of a recruiting management process
- Hear when it makes sense to build a captive
Ben Chapman
European Finance Director
Tate and LyleJulianne Hately
Global Finance Manager, R2R
Molson Coors -
Track D: The New CFO Office: From Cost Centre to a Value Driven Model (Double session interactive roundtable)
Continued...
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Track A: O2C Roundtable Discussion
An open conversation format where we look into the management of sub-processes including; cash application, credit risk management, collection and dispute management.
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Track B: Change Management: Transforming Finance in a Hostile Environment
- Align you stakeholders to a common vision
- Determine the goal and objectives whether your SSO is ensconced into company culture or the initiative is new
- Discuss the importance of effective change management and its impact on the business improvement cycle
- Discuss the change equation and ROI
Julien Lambert
Process and Shared Services Director
Fnac -
Track C: The Tale of Two Cities: Integration and Separation: A Panel Discussion On Divestiture
Just how valuable could a captive shared services operation be? It’s often looked at by its owners as a cost centre rather than a potential gold mind. However, divesting such an operation may not only reduce cost and improve service quality, it has the potential to raise a literal boatload of cash that can then be invested elsewhere. Yes, breaking up is hard to do, but when it opens the doors for greater opportunity, maybe it’s time to move on.
- Build an integrated multi-company SSC and then separating it later via company divestiture/sale
- Provide new services to the new buyer under a contract arrangement ( i.e., actually being a commercial service centre or outsourcer for a transition period)
- Commercialisation of the service centre for the divested company during transition period
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Track D: Compliance & Risk – The New Normal (Double session interactive roundtable)
As Finance organisations are under the spotlight as never before, they have to deal with growing transaction volumes, ever more stringent SLAs and an increasing demand for transparency to meet audit requirements. During this interactive session we will discuss the ways in which we can achieve enhance financial reporting, compliance and risk mitigation, focusing on the drivers for automation, benefits of, and challenges in, achieving operational excellence and next steps in process improvement.
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Track A: Increasing Automation and Efficiency in Intercompany Accounting
by Sealed Air
Intercompany accounting can take a great deal of resources as well as extend closing cycles and delay account reconciliations. Efficiency in managing intercompany accounting can eliminate a great deal of non-value added activities. During this session you will hear best practices in managing intercompany accounting through automation and process efficiency.
Mike Thurland
Manager of Controls & Process Improvement
Sealed Air Corporation -
Track B: Business Process Management : Adding & Measuring More Value to The Bottom Line
by BBC
When you go through a major finance transformation initiative, mapping out your processes clearly can help your staff identify areas to reduce costs. But how do you identify ways to fully leverage your SSC’s value-added actives? How do you not only create value but measure it?
- Discuss the importance of business process management for effective shared services governance
- Understand what your customer s want and create a business appetite for change
- Balance efficiency vs. effectiveness – what’s next for BBC Finance?
Owain Jones
Process & System Improvement Manager
BBC Finance -
Track C: The Hybrid: How an Integrated Global Approach Serves the Best of Both Worlds
Seeking to achieve economies of scale and share resources, companies often weigh the pros and cons of SSC’s and outsourcing as alternatives to in-house operations. Recent experiences have proven that these two approaches can work in tandem to reach the goal of optimising finance processes at a global level
- Discuss the benefits of combining the outsourcing and SSC approach
- Organise and synchronise a SSC with the deployment of a global outsourcing project
- Optimise process workflow and responsibility matrix between the SSC and the provider
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Track D: Compliance & Risk – The New Normal (Double session interactive roundtable)
Continued...
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Transforming Finance: A Global Multi-Program Approach
by BT
BT is transforming its finance function through a number of programmes including; finance systems development, building up the SSC (hybrid model) and developing the retained organisation. The systems roadmap has been dominated for the last four years by building and rolling out Oracle Financials as their global ERP systems in 120+ countries. At the same time in the UK, they have been developing their reporting capabilities through Hyperion on OBl. During this session you will learn how they are driving a global systems implementation n response to a strong increase in regional and global regulation.
Ralph Geertsema
Head of Finance Transformation
BT -
Attacking Tail-End Spend Across Diverse Operating Systems
NEC created a UK SSC for their European a/p function, which services vendors in eight countries. The company sought to reduce operational expenditures across the board, and accounts payable automation was targeted as an opportunity for cost-saving efficiency. This was only the beginning. Now on a mission to achieve cost savings on ‘tail end’ spend by increasing visibility of key suppliers with big ticket savings, NEC shared their story of true AP transformation.
John Dickens
Shared Service Centre Manager
NEC Europe Ltd.
Thursday 16th February 2012
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Panel Discussion: Fuelling the Engine for the Road Ahead: Seven Tips for Successful Working Capital Optimisation
by HP
Long and short term strategies will always conflict especially following the aftermath of a recession. CFO’s must question the amount of working capital and the areas the organisation should prioritise. The symmetry between equity and debt as a source of finance will play an ever-growing part in the next 24 months. Now is a critical period. Here from this panel of experts as they take you through the keys to optmising working capital and achieving greater transparency and control.
Panel Moderator:
Ian Wilson
Director, GBS Global Finance Shared Services
HP -
Creating a World Class Procurement SSC
In March of 2011, The City of London embarked on major transformation programme to help it reduce its procurement cost by creating a new, world-class SSC. During this session you will hear about the drivers, partner selection, transition plans and the technology enabling the successful deployment.
- Deliver strategic sourcing savings across a diverse base of suppliers
- Achieve greater savings from procure-to-pay and procurement functions
- Manage change effectively throughout the transition
- Review technology enabling grater management and transparency across the unified procurement function
Chris Bilsland
Chamberlain
City of London -
Modelling Global Process Ownership: How Do We Do It?
- Create an organisation responsible for building the capabilities and processes needed
- Work closely with the business to ensure that practices are aligned to business requirements
- Highlight the metrics needed to implement global process ownership
Udo Rahenbrock
Head of Accounting and Controlling
Bayer -
Track A: What You Need to Know About E-Invoicing Legal Compliance in the Emerging EU
At the end of 2011, a new set of guidelines will be established to further the best practices of legal compliance. Are you prepared for what is to come? Do you know what is required for your e-invoices to be legally compliant?
Get the answers you need during this informative session.
Mark Lewis
Head of Commercial
Berwin Leighton Paisner Ltd
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