Conference Day One: Wednesday, 13th June 2018
8:00 am - 9:00 am Registration and Morning Tea
9:00 am - 9:10 am Welcome Address
9:10 am - 9:20 am OPENING REMARKS FROM THE CHAIR
9:20 am - 10:00 am Keynote Interview: How to Be an Effective Shared Services Leader TodayDhiraj Cherian - Chief Financial Officer Panasonic Automotive (International)
There has never been a more exciting time to be a Shared Services Leader with new technologies and automation paving the way for greater cost savings. However the internal and external pressures continue to demand more of you as a leader. This panel discussions brings together Shared Services leaders at different points in their transformation journeys, with the aim of delivering a holistic perspective on what it means to be a shared services leader today and tip and advice on being more effective.
- Investigating the importance of the right governance and controls before embarking on a transformation journey
- Should you or shouldn’t you engage with a consultant and avoiding being swept away by fancy third party packaging
- Leading effective process translation
Dhiraj CherianChief Financial Officer
Panasonic Automotive (International)
10:00 am - 10:40 am The Challenges and Unprecedented Benefits of Robotic Process AutomationHardeep Randhava - Director, Sales Automation Anywhere
Craig Harris - Head of Process Automation Australia Post
Steven Morris - Head of Operations Australia Post Shared Services
• Embracing a Digital Workforce
• Embracing technology to drive business outcomes
• Case Study: Australia Post & Automation Anywhere – exploring key challenges, benefits realised and what the future holds
Hardeep RandhavaDirector, Sales
Craig HarrisHead of Process Automation
Steven MorrisHead of Operations
Australia Post Shared Services
10:40 am - 11:00 am Speed Networking
11:00 am - 11:30 am Morning Tea
Interactive Discussion Groups:
Back by popular demand - you will you hear peer-to-peer led case studies and best practice; you will also receive focused thought leadership and insight into the future of the contact centre industry in Australia. How will the IDGs run?
- The entire audience will break up and choose IDGs based on which topics are most relevant and interesting to them.
- Each IDG is set in a roundtable format and will be facilitated by a shared service practitioner and hosted by a thought leader in the space.
- Each delegate will have the opportunity to select 3 topics and will rotate between their choices every 30 minutes.
- Discussion groups are kept small to ensure all delegates get the opportunity to ask their most pressing questions, ensuring a perfectly tailored experience
Topic Four11:30 am - 1:20 pm Enabling Better Collaboration with Your Offshore Partners Heath Preston - Financial Controller Ausnet Services
Topic Six11:30 am - 1:20 pm Next-gen of HR/Payroll : Automated, Smart, Intelligent and STP compliant James Hoal - Senior Subject Matter Expert - Payroll and Workforce Technology Ramco
Aman Wadhwa - Regional Leader - South East Asia/ ASEAN & ANZ, Global Operations - HR General Electric
Topic Seven11:30 am - 1:20 pm Future Workforce = Human + Digital Hardeep Randhava - Director, Sales Automation Anywhere
· The impact of automation on the workforce
· How to avoid complexity in the early stages to enable rapid deployment and fast adoption
· Best practices that ensure sustained success in scaling RPA
Hardeep RandhavaDirector, Sales
Topic Eight11:30 am - 1:20 pm Improving the Financial Close and your R2R process through automation within the SSC Ben Cornforth - Vice President APAC Trintech
How can SSCs continue to reap the benefits of continuous
improvement and ROI through technological investments?
- Key Trends
- Financial Transformation, before and after
- Technology as an enabler
- The journey to automation
- Real life use cases/case studies
- Customer ROI
Ben CornforthVice President APAC
Topic Nine11:30 am - 1:20 pm Outsourcing: Perceptions and Reality Adan Rand - Customer Experience and Service Delivery Manager Stockland
- What are the questions to ask before you start your journey?
- What do consider when choosing an offshore centre
- How to work effectively alongside your offshore centre
- What does good look like in 3/6/12 months?
- Have you considered the impact on your internal organization?
Adan RandCustomer Experience and Service Delivery Manager
Topic Ten11:30 am - 1:20 pm Process Innovation
- Driving innovation and change in process management
- Keeping up with the latest process trends and innovations
- Enable dynamic process improvement
- Control and manage process variations
1:20 pm - 2:20 pm Networking Lunch
STAGE ONE: PLANNING AND LAUNCHING2:20 pm - 2:50 pm Planning and Launching Shared Services in the Public Sector: Navigating Red Tape and Taking Your People Along on Your Journey for Quick Returns
iCare was formed as a result of the NSW Government’s decision to consolidate and centralise its different insurance agencies. This led to a transformation program focused on consolidating finance systems and teams across 8 different schemes in a bid to provide a better insurance service. The challenge was leading an effective transformation whilst managing effective regulatory functions, getting the people along on the journey and navigating the red tape of the public sector. The key to success has been getting the people along on the journey which has resulted in the on of the fastest implementations of a ledger system between March 2016 and December 2016.
- Getting your people along on the journey rather than simply telling them what to do: Identifying key influencers and leveraging them to drive transformation
- Having a clear strategy for change management
- Highlighting and celebrating key milestones along the way
STAGE TWO: MID LEVEL2:20 pm - 2:50 pm Unlocking the value of your shared services by aligning your strategy to executive priorities Jennie Milne - General Manager, Human Resources RAC
RAC’s shared services team has strategically moved up the value curve and has the results to back it up. It started with a human resources (HR) review with executives and senior leaders to uncover the effectiveness and importance of HR in contributing to business outcomes. These findings were used to inform the structure of HR shared services. Since the transformation the service delivery and quality have improved, enabling HR Shared Services to move up the value curve.
- Establishing HR as a strategic business partner through understanding the key business priorities and pain points of executive management
- Planning a HR review with a deliberate focus on business outcomes
- Identifying the key parameters and KPIs to measure its effectiveness
- Increasing team engagement during transformational change
Jennie MilneGeneral Manager, Human Resources
STAGE THREE: ADVANCED2:20 pm - 2:50 pm Redefining your Value Added Service Catalogue Darren Fewster - Executive Director, HR Shared Services Telstra
Pricing, Sales, Marketing, Treasury, Risk; there are a wealth of innovative activities being integrated into shared service centers. By expanding the suite of services you are increasing value add and improving the scope of your data. This session examines a few of the most innovative service catalogues around and looks at:
- Identifying activities that can be added to your suite of services with minimal disruption to stakeholders
- Service-depth: What is actually being provided?
- Identifying next steps: What new activities can benefit from a SSC environment?
Darren FewsterExecutive Director, HR Shared Services
PROCESS EXCELLENCE2:20 pm - 2:50 pm Developing a Connecting View of Customer Centric and Agile Transformation Tina Paterson - Director, Transformation Management Office Bupa Australia and New Zealand
In the past transformation projects are largely disconnected and ad-hoc. But with the establishment of a collaboration hub, transformation and innovation projects involve greater collaboration. It also ensures that they are aligned with the overall business strategy. They have moved away from traditional waterfall project management to agile methods. The benefits are that this enables them to be smarter in the way the use their customer money for transformation.
- Setting up a collaboration hub: What does it mean and how is it an improvement from the ad-hoc system in place previously
- Building capability and being a successful leader of change
- Waterfall Vs. Agile
Tina PatersonDirector, Transformation Management Office
Bupa Australia and New Zealand
DIGITAL AND ANALYTICS2:20 pm - 2:50 pm How the Public Safety Business Agency leveraged its Data to Lower Intelligence Processing times from Days to Minutes Greg Watts - Chief Information Officer Public Safety Business Agency
The Public Safety Business Agency is a public agency that provides ICT services to 5 emergency service government departments. It is a non- transactional business model that enables strong partnerships with the agencies it services. It is driven significant value add through its technology led initiatives such as mobile, cloud and data analytics. This session will explore the benefits unlocked through its data analytics led initiatives which focused on creating a data lake that resulted in intelligence processed times being more than halved, from hours to seconds.
- Building effective partnerships: the pros and cons and how this model needs to evolve
- Creating a data lake to boost intelligence
- Lessons Learnt and where to from here
Greg WattsChief Information Officer
Public Safety Business Agency
2:50 pm - 2:55 pm Chance to Swap Streams
STAGE ONE: PLANNING AND LAUNCHING2:55 pm - 3:25 pm Shifting the Operating Model to Drive Reform and Deliver Tangible Savings Peter Tow - Director, Project Management Office, Fiance and Resources University of Western Sydney
The university has undertaken a significant services reform program, driven by a change in the operating model, adopting a Shared Services Model to deliver better and more consistent services.
This organisational wide transformation comprised 14 independent streams, and delivered operational savings over 10%. The program created a range of new key shared services associated with the support of University teaching programs and admin services, along with various technical and procurement functions. One of the highlights of the program was getting key stakeholders on board through the pursuit of a co-design and collaborative approach.
- Creating a strategy for organisation wide transformation: Setting up Shared Services
- Delivering the transformation program comprising 14 streams
- Achieving stakeholder buy-in and building engagement through co-design and collaboration
- Focusing on the importance of culture as a key component and objective of the program.
Peter TowDirector, Project Management Office, Fiance and Resources
University of Western Sydney
STAGE TWO: MID LEVEL2:55 pm - 3:25 pm Outsourcing your Finance Shared Services: Setting it Up, Stabilisation and Beginning Phase 2 Heath Preston - Financial Controller Ausnet Services
This session will share the journey of a large utilities company as they outsourced their finance shared services including AP, AR. Billing and Payroll. With 50 seats in Chennai they went live 6 months ago. The focus of the transition is replacing old processes and moving fixed asset function. The key was effectively managing the relationships at the heart of the partnership. – getting the team up to scratch and ironing out SLAs and KPIs.
- The challenges of replacing legacy global processes
- Understanding the outsourcing partners: Bridging the cultural and linguistic differences
- Getting on the same page regarding timeliness and KPIs
- Staggering the transition to build better working relationships
- What’s next: Expanding the suite of services to include management accounting, compliance and other non-transactional activities
STAGE THREE: ADVANCED2:55 pm - 3:25 pm Creating Service Centric business services for a Simplified Customer Experience Con Horaitis - Director Environment, Connectivity, and Support Services Australian Health Practitioner Regulation Agency
The AHPRA team recognised that the multiple touch points required to access business services was too cumbersome and created a poor customer experience.
Con will share AHPRA’s journey on how they are transitioning from a function centric service offering to a service centric model to streamline service delivery.
Planning for change
Setting up a centralised service team
Con HoraitisDirector Environment, Connectivity, and Support Services
Australian Health Practitioner Regulation Agency
PROCESS EXCELLENCE2:55 pm - 3:25 pm Enabling Business Improvement and Future Transformation: Improving Foundations Ahead of Further Company Growth Lara Higson - General Manager, Business Improvement and Services MMG Limited
The expansion of portfolio last year to include oversight of technology and IT services, has created a brand new jounrey . These changes were brought about by the CEO’s need to drive greater efficiencies.The first order of business was the creation of a shared vision and approach, agreeing the focus of harvesting maximum value from current foundations, and aligning technology investment to where improvements have been exhausted and where technology is the next step.
This session highlights the importance of improvements being business led.
- Understanding technology within the context of the organisation’s strategy and plans, and key business drivers
- Creating a roadmap that delivers value now and in the future
- Adjusting the operating model
- Bringing the right people together to work effectively
Lara HigsonGeneral Manager, Business Improvement and Services
DIGITAL AND ANALYTICS2:55 pm - 3:25 pm Creating a Cross Function Data Dashboard as a One Stop Shop for Actionable Insights Allan Wong Kam - CFO Lumino the Dentist
Abano Dental operates the second largest private dental network in Australasia with revenues of over NZ$262m in FY17 and over 200 general dental and specialist practices accumulated mainly via acquisition (e.g. 27 practices acquired last year). Faced with the challenges of compiling financial and operational data to run the business and drive efficiencies and benefits of scale, they can now share their journey in taking standalone systems and creating real value from their business intelligence and analytics capabilities.
This session explores how they:
- Identified how they built a data lake, identified key indicators to measure and diagnose performance and built a BI function within the business
- Ensured that that data is clean and secure
- Delivered a ‘device agnostic’ dashboard accessible across desktop and mobile devices geared to the specific roles within the organisation
- Consultation with key stakeholders and training the team to use the dashboards
3:25 pm - 3:30 pm Chance to Swap Streams
STAGE ONE: PLANNING AND LAUNCHING3:30 pm - 4:00 pm Changing Operating Model, Improving Processes and Shifting Behaviours when Transforming to a More Connected way of Working
This session will focus on the strategy and learnings from setting up shared services. This a huge change for a business that is used to working with geographically spread HR team, with HR generalists in each regional office. This review was driven by the need to improve consistency of services for the mobile workforce. It will highlight the vision, process harmonization and change management.
- Managing the shift from localized to centralized HR: Changing behaviours and breaking old patterns
- Reviewing process governance and focusing on process harmonization
STAGE TWO: MID LEVEL3:30 pm - 4:00 pm How Going Cashless Helped to Achieve Immediate Savings and Met Customer Satisfaction Targets Suganthi Sivasubramaniam - Head of Business Services Griffith University
Business Services dedicated to implement a cash management transformation focused on going cashless. This resulted in doing away with paper based forms, a physical cashier office and replacing it with online systems. This reaped immediate savings so AUD 500,000 per annum in the first year. However the were minor speed bumps in uptake initially which were ironed out by a comprehensive change management program and customer out reach.
- Developing a cash transformation strategy and identifying key opportunities for cost savings and efficiencies
- Increasing customer satisfaction with effective change management and stakeholder engagement
Suganthi SivasubramaniamHead of Business Services
STAGE THREE: ADVANCED3:30 pm - 4:00 pm Process Simplification and User Centricity: Removing Complexity and Freeing Up Capacity for High Value Tasks
With cumbersome and time consuming processes, simplification and user centricity holds the key to significant time efficiencies. This session will explore applying human centered design principles and agile methologies to reduce the volume of internal processes, cut down on hands off and massively decrease cycle time. Therefore freeing up transaction capacity to focus on higher value tasks and creating a more seamless experience for the end user by eliminating pain points.
- Identifying and eliminating pain points
- Using existing data from calls and emails and engaging with the end user to simplify processes
PROCESS EXCELLENCE3:30 pm - 4:00 pm Leveraging Customer Centric Design to move Up the Food Chain John Gearing - General Manager, Shared Services, Finance Queensland Urban Utilities
This session will highlight the role of customer centric design in building value add by collaborating with stakeholders to understand their priorities and challenges. This is then applied to identify key focus areas for improvement and efficiency. This session will explore how.
- Understanding the principles of Customer Centric Design and how they can be applied to improve efficiency in a Shared Service Environment
- How to effectively collaborate with stakeholder from clients to executive management
- Creating opportunities for feedback and leveraging this for continuous improvement
John GearingGeneral Manager, Shared Services, Finance
Queensland Urban Utilities
DIGITAL AND ANALYTICS3:30 pm - 4:00 pm Leading a Digital Transformation from the Unique Position as a Service Provider and Regulator in an Industry that is Being Disrupted
CASA occupies a unique position as a government regulator and service provider (to manned and unmanned aircraft) which adds an extra level of complexity to the new digital transformation program. This has been initiated as a result of changing customer expectations. The outcomes are critical as they inevitably effect air safety. To add to the equation the industry is being disrupted by the proliferation of unmanned drones, and they have to deal with the challenges of implementing reform as a result. This session will delve into the challenges of navigating these 3 levels of complexity when leading digital transformation.
- Balancing the 2 roles of Regulator and Service provider when developing a digital transformation strategy
- Engaging with a changing industry and ensuring that services are customer centric
- Navigating change in a public sector agency that has gone through minimal change in the entirety of its existence
4:00 pm - 4:30 pm Afternoon Tea
4:30 pm - 5:00 pm Leadership Essentials for TransformationElizabeth Warrell - General Manager, Finance, Consumer Banking and Wealth National Australia Bank
This session will explore leadership essentials for today, in light of increasing automation and other transformation. It will address how to ensure that your staff continue to be engaged in light of transformation.
- Understanding the changes of automation and digitization on your people
- Identifying the opportunities to take your people on the journey up the value curve
- Reevaluating your leadership skills and becoming a more effective leader
Elizabeth WarrellGeneral Manager, Finance, Consumer Banking and Wealth
National Australia Bank