14th Annual Shared Services & Outsourcing Week

Want More Information?
presents… View our Resource Center online at
www.sharedservicesweek.com!

TM

Where the Shared Services and
Sourcing World Shapes it’s Future

March 22 – 25, 2010
Omni Orlando Resort at ChampionsGate I Orlando, FL
G8: Global Sourcing Think Tank
Eliminating the White Noise
Under the C-Suite Spotlight Delivering Tangible Business
with Rene Carayol Outcomes Through Innovative, First Ever Neutral Platform
Agile and Adaptable Back- to Help Shape a Common
Exclusive Onstage CXO Interview: Board-Room revelations
Office Strategies: Industy Agenda.
regarding shared services and sourcing model strategies with
Rene Carayol, MBE, Business Guru & Former Board-Seat • Accelerate corporate cash flow and G8 Chairman, US Chapter:
Holder at Pepsi (UK), IPC Media and the Inland Revenue
bolster working capital reserves George F. Will,
“Just some of the key facts that help define the strides we’ve made • Realize SSO effectiveness gains from America’s Foremost
– 0.5 million supplier invoices, 19 ERP systems, 25 sites, and the organizational redesign Political Columnist
steps we’ve taken to win the AP harmonization and standardization
battle.” -Frank Wissink, Board Seat Holder at Pepsi, Head of
• Maintain a competitive edge and
U.S. Shared Accounting Service Center, ABB lower total business operating cost
• Balance short-term needs with a IACCM Annual Meeting
“We’ve increased our service offering in HR Shared Services by 18% sustainable long-term sourcing model Joins SSW 2010!
while reducing headcount in the same area by 10% by cross training
and improving skills, and instilling a continuous improvement and
• Sweat your assets while driving
solution based accountability program in our organization.” common standards and better IT
- Paige Cox, Executive Director, Constellation Energy synergies

REGISTER ONLINE AT WWW.SHAREDSERVICESWEEK.COM OR CALL US AT 1-646-253-5524

How Clear is the Big Picture?
Sponsorship & Exhibition Opportunities
Sponsorships and exhibits are excellent opportunities for your company to showcase its
What are the major market trends and challenges for the shared services and outsourcing products and services to high-level, targeted decision-makers attending the 14th Annual
industry in 2009? North American Shared Services & Outsourcing Week. SSON and IQPC help companies
Here are a handful of ideas to get you started: like yours achieve important sales, marketing and branding objectives by setting aside a
•
Solving the business case around enterprise vs. functional shared services. Most companies are still limited number of event sponsorships and exhibit spaces, all of which are tailored to
siloed, struggling with what’s real value and how to change the current procedures to obtain it. assist your organization in maximizing its exposure at the event and reaching key
•
Growing buy-side tension to balance immediate savings against building something sustainable for the decision makers in your field.
future
•
Huge inhibitors behind upfront costs – many are having to sweat assets and do more with less For more information on sponsoring or exhibiting at the 14th Annual North American
•
Practitioners want rapid returns. Some wrongly assume that full effectiveness gains are achievable in 18 Shared Services & Outsourcing Week, please contact Mario Matulich at (212) 885-2719 or
months. sponsorship@iqpc.com.
•
Business transformation/outsourcing as an aggressive vehicle to globalize and drive out cost
•
Risk that companies are pursuing lift and shift without following a transformation roadmap
•

•
Metrics and financial transparency valued greater than in the past, resulting in more C-level initiatives today
ITO veteran companies focusing on FAO to achieve the same results
Join the Shared Services and Outsourcing Network
•
Using outsourcing to capitalize on opportunities in emerging markets SSON provides research, training, and networking for over 17,000 shared services and outsourcing
•
Cloud-computing bubble ignites: Increased number of SSOs are assessing SaaS as a solution executive members from over 50 countries around the world. Whether you need resources to
write a report, facts to benchmark performance against or simply want to meet some of your
We are confident we understand the big picture; we’ve looked at it daily. It was provided by the largest peers at the same stage of development we can support you. Sign up today, pay only
and most astute group in the space: You. $149.99 USD and receive benefits that will help you to take your
Welcome to the Shared Services & Outsourcing Week. It’s in its 14th year and has never looked better. implementation to the next level.
We’ve developed this program to address the issues mentioned and to create a place in which the shared Website: www.ssonetwork.com
services and sourcing world shapes its future. Email: info@ssonetwork.com
Phone: +44 (0)20 7368 9300
Dear Colleague: Have a colleague
in Europe?
If 2008 taught us anything, it was to expect the unexpected, be prepared for the worst and above all, be
ready to adapt and flex your business strategy quickly when needed.
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This year has shown a shift in attitudes toward possibilities and best practices for all varieties of the
sourcing model. The once-separate worlds of captive shared services and BPO alternatives are merging d.b.a International Quality colleagues around
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Given the gloomy forecast of slow economic recovery, it is only natural that many of you considered 2009 National Association of State
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Undoubtedly, you are speculating whether your SSO will fulfil your business needs in 2010. An
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2

Pre-Conference Master Class: Monday, March 22, 2010

A 1:00 pm – 5:30 pm

13 Start-Up Strategies and the Positive Outcomes You Can Expect
Shared services often start as an opportunity to cut costs and consolidate staffing levels. Business outcomes to be discussed:
Reducing costs and eliminating redundancy will always remain an important feature of SSCs. • Cost savings associated with implementation of a global procurement integration totaling
However, when you are designing your Shared Services framework, you can use strategies to approximately $50 million over five years
build a structure that will allow significant growth in scope and scale for years to come, thus • Cost-benefit analysis created for a large design, manufacturing, distribution, and retailing
creating a sustainable model that increases employee productivity. This classroom master class company identifying 50% reduction in FTEs due to elimination of manual and duplicate
will focus on using thirteen strategies to build a business case that will gain executive buy-in activities
demonstrating how Shared Services will add value as well as achieve cost savings. • 33% reduction in time to resolve customer issues at a voice (VoIP) and broadband Internet
services provider
What You Will Learn: • For a supply chain comprehensive assessment at a large, government-owned integrated
• Realize the importance of developing a business case to support the implementation of electric and water utility, recommendations and an implementation roadmap were
shared services developed leading to potential annual savings of $25 million
• Instill a customer service culture in your team
• Create and maintain buy-in Sam Poston, SVP, ScottMadden
• Build a shared services framework for growth

Day 1 Main Conference: Tuesday, March 23, 2010

B 8:15am – 1:15pm

SITE TOUR B: Coca-Cola Enterprises Inc.
Coca-Cola Enterprises Inc. Shared Services (CCE SSC) began operations in 2001 in Site Tour Facilitators:
conjunction with a company ERP implementation. The primary strategy was to create a
Bill Johnson, VP Global Financial Shared Services, Coca-Cola Enterprises Inc.
scalable operation, offering a complete financial and administrative service portfolio. Initial
objections were to deliver a high quality, cost efficient services, providing relevant, actionable Karen Dobson, Director Financial Support Services, Coca-Cola Enterprises Inc.
management information, and to remove the distraction of administrative processing from
those conducting the company’s core business activities. Over the past five years, the CCE
SSC has achieved all operating objectives, and exceeded targeted economic benefits. The
center is located in Brandon, Florida, currently has 800 employees and expects to continue
growth over the next several years. CCE SSC provides a diverse portfolio primarily financial
shared services encompassing data management, transaction processing and full service
accounting solutions which include some center of excellence activities.

WWW.SHAREDSERVICESWEEK.COM 3

Concurrent Streams Begin. Choose from:
WORKSHOP STREAM WORKSHOP STREAM WORKSHOP STREAM WORKSHOP STREAM
Driving Out Operating Costs The Fundamentals to Shared Services Success Process Transformation Moving Up The Value Chain

C 8:15am – 10:45am
D 8:15am – 10:45am
E 8:15am – 10:45am
F 8:15am – 10:45am

Reducing Costs & Optimizing Failure Reasons in Change Connecting Lean Six Sigma and Transforming Finance Shared
Cash Flow Processes Management and How to Operational Excellence Strategies Services: Moving Up the
Join us for this interactive session during which Avoid Them to Your Top-Level Objectives Maturity Curve
we’ll use the principles of Lean Six Sigma to guide Addressing business units’ reluctance to support As part of continuous improvement, the Volvo What is next for finance shared services
our discussion around cost reduction and Shared Services is a key concern for all stages of Human Resources Service Center (HRSC) centers as today’s economic realities, in
optimizing cash flow processes. Learn how your the Shared Services cycle. Ongoing people and implemented the DMAIC (Design, Measure, convert with increased competition and
business can experience reduced costs and change management within an organizational Analyze, Improve and Control) methodology for globalization, demand more? Join WNS to
increased efficiency across finance functions by culture is critical for initial success and future root-cause analyses. DMAIC is a basic component learn how to:
utilizing the following Finance & Accounting growth. Change management is continually of the Six Sigma methodology that is a part of the • Adjust the operating model to deliver more
strategies: cited as one of the most needed and most Volvo Production System Process. It is normally to the organization
• Improving customer service capabilities challenging skills to master. Still, the most defined as a set of practices that improve • Optimize processes through technology and
• Reducing revenue leakage by introducing new effective approach to transitioning to Shared efficiency and eliminate defects. During this organizational change
processes that reduce fraud and margin Services is knowing how to prevent failure. session you will benefit from the following: •
Leverage knowledge/intellectual capital
shrinkage During this workshop you will learn how to: • Receive a project overview of the case study • Introduce outsourcing to take operations to
• Developing stronger compliance/controls and • Align all your stakeholders to one common demonstrating the effective use of Lean and the next level
new analytical capabilities vision Six Sigma methodologies on a project in a SSO •
Evolve from an internal service provider to a
• Integrating end-to-end business processes • Determine the goals and objectives for • Obtain tools to analyze the root cause – fix the business partner
through enabling technologies that are everything whether your SSO is ensconced cause and not the symptom
independent and agnostic of the underlying IT Daniel Wollenberg, Head, Global
into company culture or the initiative is new •
Learn about the controls implemented to
landscape Transformation Practice, WNS
• Utilize the tools and techniques for ensure process changes don’t lead to failure
You will learn how to overcome common obstacles affecting change Manish Vora, Senior Vice President,
including driving material cost out of the business, Mary Rumley, HR Operations Manager,
Finance and Accounting, WNS
enhancing revenues and increasing cash flow Scott Manning, Partner, ScottMadden Volvo
when faced with fragmented systems,
dysfunctional business processes and
organizational diversity. In addition, learn tactics for
making meaningful change stick despite the
current turbulent times. This presentation provides
insight to the latest developments that address the
challenges of cost reduction and cash flow process
optimization. Hear practical case studies of
companies that are succeeding in optimizing cash
flow and that are likely to emerge as industry
leaders from the recession.

Ron Gillette, F&A Managing
Director, ACS

4


G 11:00am – 1:30pm (Lunch served)
H 11:00am – 1:30pm (Lunch served)
I 11:00am – 1:30pm (Lunch served)
J 11:00am – 1:30pm (Lunch served)

Achieving Breakthroughs in Sanity Check Your Governance Utilizing Performance Measures The Economics of BPO: Your
Collection Performance Process: 12 Steps to Proven to Create a Virtuous Circle of Roadmap to Business Strategy
Cash isn’t just king in the current climate – it’s Success Service Enhancement Rejuvenation
more like the Ace in your deck. Leveraging Regardless of the scope, the leaders of a SSO If you’re a mature shared service organization, Traditional BPO offers benefits in terms of
shared services can do wonders for your are required to serve as stewards for new what further scope exists for driving wage cost savings and process improvement.
working capital management and lead to a ways of doing business. There are critical skills efficiencies and improving service? How can However, it also has associated costs related
healthy cash position. Ask yourself if you are: and competencies required for the SSO to you hard-wire a culture of continuous to additional regulatory compliance, severance
Frustrated at non paying customers and aged effectively govern the delivery of services in a improvement into your organizational DNA? and transition. The wage cost advantage
debt? Needing to improve your cash position leveraged manner. These skills depend upon Focus areas in this critical session include: available is further diminished when servicing
on the Balance Sheet? Looking to improve the design and continual refresh of a change • Examine the most promising areas for Continental Europe and Asia-Pac regions.
your credit management function and add management agenda across the enterprise, to improvement Finally, the increasing cost of Governance may
value to the business? Considered centralizing include facets of financial management, • Generate enthusiasm throughout the render the outsourcing business case unviable.
credit & collections function? If any of the supply/demand balancing, cost transparency, business around improvement levels and This workshop will evaluate the economic
above applies to you then this is right business unit decision making, cross-unit targets implications of the newer outsourcing models
workshop for you. As shared services has prioritization, standard-setting and the like. • Leverage performance measures and that make the outsourcing business case
expanded and matured, the opportunities and This workshop will discuss how to: industry benchmarks to re-engineer your viable again. This would include a discussion
options for leveraging them to drive effective • Develop a framework to align your SSO most critical business processes around engagement models, commercial
Credit Management, Credit Risk and with business goals • Realign the culture of your shared services models and bundling of services.
Customer Cash Collection has significantly •
Receive a step-by-step process for facility with requirements of continuous
increased. developing and implementing a strategic improvement Jack Benton, Director - Advisory
• Learn what can shared services do for you governance model Relations, TCS
in the cash collections space? •
Adopt common processes to protect your You will be presented with several business
• Structure your cash management function Kumar Amitesh, Head - Solutions, TCS
company’s assets cases, the problem statement, the result, and
for optimal results BPO
• Integrate internal customer knowledge the additional benefits.
• Segregate credit management; customer
facing cash collections and back office cash Rick Bertheaud, Managing Director,
Outcomes Achieved Include the Following:
applications EquaTerra • Less than 10% of total invoices are
• Understand the importance of collections problematic and no invoices have been paid
efficiency percentage measurements late since the completion of the 12 week
Scott Senatore, Senior Director Credit & Six Sigma program (Since July 1st).
Collections, Aramark
• Collections group has seen a 13% FTE
reduction (while also adding excess of
1,500 accounts)
• Employee retention rate has been at 100%
over the past 12 months (No new hires).
Realized annual monetary savings in excess
of $300,000
Gregg Silver, Manager of Policies,
Procedures and Continuous
Improvement, Oakley



K 1:45pm – 4:15pm
L 1:45pm – 4:15pm
M 1:45pm – 4:15pm
N 1:45pm – 4:15pm

Shared Services vs. Functional to Multifunctional: A Foundations of Excellence – TPI TOP 5 Showcase: Quick
Outsourcing: What are the Key Step-By-Step Guide to Rolling Quick and Easy Wins to Live By or Face the
Decision Criteria When Making Out a Truly Layered Shared Services practitioners must implement nine Consequences
this Critical Choice? Infrastructure best practices for excellence. Five of these nine, We’ve grown very fond of the TPI “Top 5”
Take an in-depth look into the ongoing Since the inception of shared services, Performance Management, Service Definition, Quick Win suggestions that are delivered to
debate – whether to move forward with an companies have been working to take their Chargebacks, Continuous Improvement and our inbox twice every month. These tricks of
internal shared services delivery solution or use shared services SSOs to the next level of Customer Relationship, are closely interwoven. Not the trade provide us with the foundation to
the services of a third party outsourcing performance. Today, the challenges and only will they help determine your success, but think about ways we can continuously evolve
specialist – the captive vs. third party debate. opportunities presented by an increasingly also your ongoing relationships with management, our operations. These concise points always
This session will also discuss whether global economy have made improving shared clients and customers. hit on the need-to-know vs. nice-to-know and
outsourcing is complimentary to, or a natural services more important than ever. Where really emphasize that less is more. Join this
evolution from internal shared services. Listen SSOs typically covered only one of a limited The objective for this workshop is simple: learn session and hear Quick Win Suggestions on
to the stories of several practitioners on how range of functions (IT, finance and HR), SSOs what practices truly work to give you actionable the most pressing issues at hand.
they made their decision for their own today are looking across multiple functions. results quickly; how and where you should start;
operations and whether the decision point Where SSOs might have served a small what’s meaningful to your customers and business • Top 5 Techniques for Maximizing Resilience
can and indeed change over time and with number of business units or geographies, units as well as operational managers; linking in Your Global Service Delivery Network
differing circumstances companies today are applying shared services efforts to help move shared services up the value • Top 5 Actions you can take TODAY to
•
Hear why companies choose not to across the enterprise and across continents. chain. improve your service provider relationship
outsource Indeed, the explosion of offshoring and • Top 5 Effective Leadership Keys to Service
• Determine the appropriate time to bring outsourcing has turned shared services into a What you will learn: Management
services back in-house globe-spanning operation, operating multiple
• Hands-on approach to implementing five of the • Top 5 Ways the Mathematics of
• Learn about some of the “hidden costs,” functions and processes and servicing a nine best practices for Shared Services Outsourcing is Changing
associated with the transition number of business units. excellence – featuring case study exercises and • Top 5 Things to Do When Told to Cut 2010
Phil Searle, CEO and Founder, • Discuss the common characteristics of software tools for practical experience Expenses (by another) 10%
Chazey Partners shared services, irrespective of function
• Building an integrated framework – techniques
and templates for generating quick results Scott Furlong, CFO Services Partner, TPI
• Find one process owner and move away
• Easy implementation tools, including Activity Sue Danino, CFO Services Director, TPI
from a functional orientation
• Review the processes that require Analysis and Scorecards, for a complete top-
interaction with local business or from a down/bottoms up approach
customer point of view and discuss the
• Improving your ongoing relationships with
challenges associated with this type of management, clients and customers
transaction
• Discuss the actual definition - do we define Participants will get experience with the software
multifunction as location, organization, or and analytical techniques during the workshop.
cross-function? The follow-up web session will focus on the
processes for developing top-down metrics, along
Deloitte LLP with linking bottoms-up metrics developed during
the workshop for a full enterprise approach.
Andrew Muras, BAE Systems

6

Brainstorm, Swap Ideas and
4:30 Opening Remarks from the Chairperson Build Your Roadmap in an
Sam Poston, SVP, ScottMadden
Interactive Setting
4:40 The Year In Brief: Highlights and Feedback from SSON’s Global Network
Hear a summary critical events, global trends and major changes the industry has faced over
the last year. We believe that the best way to learn is in an environment
that welcomes innovation, ground-breaking visions and
Rakesh Sangani, Editor at Large, SSON questions that go beyond polite conversation.

5:00 Panel Discussion: Innovation Through Contracting: Define It, Govern For At Shared Services & Outsourcing Week, we don’t hide behind
It, Drive It, And Make Sure You Achieve It! slide presentations. In fact, we encourage our participants to
Contracts and the way they are negotiated and managed, set the framework for business engage with each other through in-depth discussion,
relationships. Today, the contracting process is frequently overwhelmed by rules and restrictions passionate debate and intimate interviews.
that crush innovation and undermine collaboration. Post-award management is frequently
focused on allocating blame. It does not have to be that way: good contracting breeds trust Here are just some examples of what makes
• Changing behaviors on both sides. Building internal collaboration
this event different:
• Tackling the tough issues – avoiding avoidance
• Structuring contracts that reflect the nature of the deal • G8: Global Sourcing Think Tank
• Organizing and managing for delivery and change See
Eliminating the White Noise: The First Ever Neutral Platform to Help Shape a
Session Moderator: Tim Cummins, President & CEO, IACCM page 11
Common Industry Agenda
Panelist: Daniel Mahlebashian, Chief Contracting Officer, General Motors
Panelist: Vincent Taylor, Managing Director, Commercial & Contract Management, The G8 panel was designed to help create a common agenda and to eliminate the white
Accenture noise that comes with the growing complexity of sourcing models and providers. G8
Panel members are from Deloitte, IBM, Accenture, Oracle, SAP, Ernst & Young,
Panelist: Lamar Chesney, EVP & CPO, Suntrust Banks
Capgemini and KPMG.
5:45 Analyze This: Can Everything that Counts be Counted?
Personal agendas and company politics are strictly prohibited in the G8 Global Sourcing
The Analysts' View of the Value of Outsourcing Think Tank. Join us at the Week to hear our G8 panel members share their most
The seismic events of 2008/09 have left many long-standing views about corporate value in unbiased insight on the industry’s future goals, challenge mainstream thinking, and
a state of flux. Where once outsourcing was viewed as a proxy for sound leadership and debate alternative options.
operational advance, and was rewarded by the market accordingly, it is less clear now how
those responsible for attributing value to companies evaluate the impact of the outsourcing • Interactive Polling: Tell us what YOU want to hear, NOW See
proposition. Bringing together leading personalities from the financial world, this session will We’re giving you, the audience, even more control of the content at the event. page 17
explore analysts’ views of the signals, if any, outsourcing sends to the financial markets. We Attend the Horses for Sources Live Session on Thursday and get the chance to
will be opening up what have been previously “no-go” areas of debate including: electronically submit your questions to our expert panel of speakers. We will do our best
• To what extent does outsourcing move the market value of a company? to respond promptly at the event, and whatever does not get covered live, will be
• How do analysts react to relocating services to a lower-cost geography, or bringing followed up with a response post-event.
services back to onshore or near-shore locations?
• What other aspects of back office management, if any, do analysts focus on as proxies • Sourcing Trio Insight
for value, or is the entire back office immaterial? This session paints the full picture of what a synchronized sourcing strategy See
looks like, from the buyer, provider and advisor. The discussion covers each page 11
• Need decisions over outsourcing be so protracted if deals do not move the market?
• What are the primary factors shaping analysts’ views of risk and value and how might one’s roles, how these have evolved in the past year, and the expected growth
different stakeholders within companies influence these factors? of the market dynamics going forward.
Debate Chairman: Anthony Hesketh, Center for Performance-Led HR & Department • Learn Better One-on-One?
of Management Learning & Leadership, Lancaster University Management School
If you need to go beyond the classroom setting to
Panelist: Tiger Tyagarajan, Chief Operating Officer, Genpact understand discussions from sessions, let us know. Our
Panelist: Financial Analysts to be confirmed advisory board has offered an open door policy for further
assistance in regards to specific and unique challenges you
6:30 Welcome Poolside Reception (open to all Shared Services Week attendees) are facing. To schedule an appointment, email Naomi
Secor at naomi.secor@iqpc.com.


Day 2 Main Conference: Wednesday, March 24, 2010
7:00 Private Breakfast Sponsored by Level III: Attend this group if you find yourself here:
• Analysis and/or execution of Selective Sourcing
7:00 Registration and Coffee • Outsourcing/Offshoring
• Taking advantage of opportunities in emerging markets
8:00 Opening Remarks from the Chairperson • Cross functional process streams (e.g., financial services, HR, Tax, PMO
Sam Poston, SVP, ScottMadden • Delving into front office functions (facilities management, customer management)
• Strategic supply chain, real estate, non traditional value add

8:10 Keynote Interview: It Takes Two: A 360º Review of Customer 9:40 Under the C-Suite Spotlight with René Carayol: Board-Room Revelations
Performance – Did We Get It Right? Regarding Shared Services and Sourcing Model Strategies
Join this exclusive onstage interview with a twist! A few of our favorite SSOs will interview With the world recently finding itself in the teeth of arguably the biggest recession since
their business partner and ask the question: Did we get it right? A different look at how the Great Depression, the global financial crisis brought with it the inevitable increase in
the partner views the relationship. What do they really think about the way we run our top-down activity in the world of outsourcing and shared services.
SSO? What could we, as customers, be doing to extract greater value from the Decisions relating to sourcing strategies have become more critical now than ever been
partnership? When do we frustrate them and when do we make them proud? One thing before; with businesses reviewing their opportunities to “cost out” in the short term, whilst
we do already know, however, is that long standing relationships don’t happen without driving efficiency savings in the long term, as they navigate their path to full market recovery.
effort. Hear it straight from four different sources as they provide a level of insight and
honesty you just can’t get anywhere else! As every company prepares to achieve “more with less”, these strategic conversations
flood boardrooms across the globe.
Interviewee:Sam Poston, SVP, Interviewer: John Bauer, SVP WCI
ScottMadden Global Business Services Inc. It has become a business imperative.
Interviewer: Richard Arbuthnot, (Formerly of Warner Brothers So join us for what promises to be a compelling and far-reaching interview as René
Executive Director, NASA Shared Entertainment Group) Carayol gives us an unprecedented glimpse behind the boardroom curtain
Services Interviewer: Secret Holland, HR Service Interviewing live onstage a multi-national C-suite corporate director who has taken a
Center, Southern Company recent strategic decision on outsourcing and shared services, this hard-hitting
interview offers a rare insight into the executive perspective on how shared services and
9:10 Speed Networking: Find Out Who’s Who in the Captive & Outsourced outsourcing play a major role in their corporate strategy and why.
World: Find Your Peers by Experience Uncut, unscripted and straight to the point, René will drive to the heart of the matter and
Navigate your way through a sea of faces with a structured meet and greet for the ask the questions that haven't dared been asked before; uncovering answers to the
masses. There’s nothing more beneficial than meeting someone in the same place as you, dilemmas, and adding perspective to the problems, that the audience want to hear:
facing similar sets of challenges, and wondering how in the world they are going to move • What are the key considerations surrounding risk analysis before the board will commit
to the next level. Take a look at the levels below and see where you belong. We have to an outsourcing deal?
content designed for every level of maturity. • How much does cultural fit and corporate buy-in for outsourcing still hold a seat at the
table during economic turbulence?
Please Choose your Level: • Following an RFP, what factors really drive the provider selection process when there is
so much choice in the market today?
Level I: Attend this group if you find yourself here:
• Centralization project René Carayol MBE, Business guru & former Board seat-holder at Pepsi (UK), IPC
• Lift & Shift Media and the Inland Revenue (Best selling author of the leadership and culture
• Not yet operating as if a commercial business bible, Corporate Voodoo and presenter of BBC’s Pay off your mortgage in 2 years)’
• Small savings achieved by aggregation of processes CXO INTERVIEWEE REVEALED EXCLUSIVELY ONLINE FROM 1st FEB 2010 at
• Basic automation, no real performance management or measurement www.sharedservicesweek.com
Level II: Attend this group if you find yourself here:
10.40 Morning Networking Break in the Exhibit Hall
• Starting to bring together functions
•
Increased automation and a focus on driving value from operations and reducing
rework and errors
• Achieved a certain level of capability and commercial operations are delivering real value
•
Established performance measurements, benchmarking and business partnerships

8

Concurrent Track Sessions Begin. Choose from:
A Planning & Launching B People & Change Management C HR Transformation D Governance, Risk & Compliance
Chair: Susan Hogan, Principal, Deloitte LLP Chair: Sharad Vishvanath, APAC Client Chair: Zachary Misko, Global Director Chair: Jim Arnold, President & COO,
Development Head, Hewitt Consulting RPO, Kelly OCG Apex Analytix

E From Contracting to Collaboration F Process Transformation G BPO Evolution H Blue Sky Innovation Room
(IACCM) Chair: Dave Hebert, Managing Director, Chair: David Poole, CEO, Chair: Bob Cecil, Executive Director,
Chair: Tim Cummins, President & CEO, IACCM 3Cinsight BPO Americas, Capgemini Business & Process Advisory, EquaTerra

11:20 Please choose your track:
A Baby Steps or Big Leaps? Considering the Scope, Scale & Structure E Double Session: Achieving Excellence in Win/Win Negotiation (Part 1)
• Determine which functions to incorporate - better to start small with a few transactional • How top performers organize and manage negotiations
processes or go large and ensure maximum efficiency savings? • Planning, teamwork and authority
• Assess how the interface with the rest of the business will be handled • The negotiation agenda – focus on what matters
• Highlight the dependencies that exist across process and sub processes Katherine Kawamoto, VP, Research & Advisory Services, IACCM
Dave Connor, VP Procurement & Supply Chain, BP
Chaitra Vedullapalli, Senior Director, Microsoft
Sylvia Steinheiser, VP & Deputy Counsel for Enterprise Business, HP
Craig Guarente, VP Contract Management, Oracle
Vincent Taylor, Managing Director, Commercial & Contract Management, Accenture
Regina Jones, Global Client Contracts Manager, Schlumberger

B Featured Interview: Shared Services Fostering Enterprise-Wide F Featured Interview: Cost Out or Bust: Driving Cash Flow Efficiencies While
Collaboration Managing Upfront Costs
• What is the real business case for creating an enterprise-wide seat at the table for back • Maintain the upfront cost inhibitor: Achieving process efficiency increases without heavy
office? investment
• Breaking down the notion of silos - how do you actually do it? • Gain better visibility of DSO and DPO tracking across your cash conversion cycle
• Advance from a short-term business case timeline to longer-term value generator for the • Find the gaps and drive real cash returns
business Interviewer: Dave Hebert, Managing Director, 3Cinsight
SVP Q&A
Jim Shaughnessy, SVP & Chief Administrative Officer, Orbitz Worldwide Featured Onstage Interviewee: Richard E. Munczinski, SVP, American Electric Power Company, Inc.
Please Check website for ‘Interviewer’ details Interview

C The Genetic Make Up for a World-Class HR Shared Services G Roundtable Discussion: Smart Contracting for BPO Success
• Consolidate and align HR business processes to enable higher performance and continued growth • When do you govern for effectiveness gains in the lifecycle?
• Utilize metrics to guide strategic decisions/cost management on where to • How do you ensure your stakeholders are committed to take advantage of potential gains?
increase/decrease staffing in anticipation of higher/reduced workloads • What are the contractual techniques involved in building in innovation?
and determine when best to insource/outsource • What are the governance techniques involved to achieve innovation?
• Take a structural approach to managing a flexible shared • How do we build a partnership approach versus adversarial approach
services center that can expand/contract to keep pace of business Jay Desai, VP Global Sourcing, Northern Trust
Paige Cox, Executive Director, Human Resources, Graham Russell, VP Transaction Processing, AstraZeneca
Constellation Energy

D Adopting A Governance Structure to Support a Global Service Delivery H Blue Sky Innovation Room
Model For pre-qualified mature SSO’s only. Please refer to page 18 for complete details on how to
• Achieve harmonization and standardization of core processes apply for qualification, and for session topics.
• Receive solutions for collaboration and business management
• Enable the enforcement of standards in different organizational structures
• Increase cost effectiveness and process quality due to comparable performance criteria
and exchange of best practice experience
Bill Johnson, VP Global Financial Shared Services, Coca-Cola Enterprises Inc.


A Planning & Launching B People & Change Management C HR Transformation D Governance, Risk & Compliance
Chair: Susan Hogan, Principal, Deloitte LLP Chair: Sharad Vishvanath, APAC Client Chair: Zachary Misko, Global Director Chair: Jim Arnold, President & COO,
Development Head, Hewitt Consulting RPO, Kelly OCG Apex Analytix


A From Launch to Stabilization: Secrets to Lasting, High Performing SSOs E Double Session Continued: Achieving Excellence in Win/Win Negotiation
• Define your value proposition to effectively communicate the service offerings
Part Two - Negotiation
• Run your shared services as a brand, taking an innovative approach to project offering
Hear From the Leaders: Winners of the IACCM ‘Companies most admired for negotiation’
that will deliver substantial value over the long-term
award explain their success
• Create a level of accountability and sustainability through transparency of metrics data • Avoiding the pitfalls of value reduction: trading risks and value
Steve Primrose, Global Shared Services Manager, Chevron • The role of third parties: hero or villain?
• When it’s time to walk away: Distancing winners from losers

B Structures for Collaboration & Shared Services: Spider Diagrams at F Achieving Operating Efficiencies in AP through Automation
Monster. How Good Are You At Customer Service? • Determine the best evaluation method for deciding on the right e-invoicing/e-pay solutions
• Hear about a developing model in which individual relationships between SSC team players • Establish key metrics for AP automation
and internal customers are collected and developed into actionable best-in-class initiatives • Define a strategy to establish internal AP controls
• Utilize simple tools to identify weak or under leveraged relationships, coverage gaps, C Frank Wissink, Head of U.S. Shared Accounting Service Center, ABB (20% Cost
players and critical performance goals Cutting Reduction 10% Year After)
• Achieve better balance of people, process, and technology, improve your customer service, Patty Ward, Assistant Controller, Petco
and have a tool to measure relationships, assist in dealing with organizational turnover, Kimberly Garrison, Director, Accounting Systems, Petco
and assessing the reach of the SSC within the organization
Dave Griebl, VP Finance Shared Services, Monster Worldwide

C Panel Session: Everything You Need to Know for Efficient Service G Featured Interview: Make or Buy: Determining the Critical Factors When
(Outsourced or Captive) Evaluating Your Delivery Platform
• Highlight the factors emerging as key criteria when evaluating your sourcing model to
• Implement end-to-end consistent service
include sustainability, culture and organizational readiness
• Achieve true globalization through global payroll • From captive to outsourced (and back again?) managing the migration to ensure you
• Recognize what you need to look for in your international payroll provider garner that elusive 1%
• Recognize the common challenges (and how to overcome them) • Hear about the business areas that do and don’t tend to lend themselves to a successful
William Perry, Head of U.S. Shared Accounting, Perdue Farms Payroll sourcing model development
Kimberly Garrison, Director Accounting Systems, Petco Special Interviewer: Phil Searle, President & CEO, Chazey Partners
Focus
Interviewee: Richard Rowan, Global Director of Shared Services, TRW Automotive

D H Blue Sky Innovation Room
Top 5 Tactics of Fraud Detection that Create Effective Continuous
Monitoring? For pre-qualified mature SSO’s only. Please refer to page 18 for complete details on how to
• Recognize the importance of automated mechanisms for reviewing transactions apply for qualification, and for session topics.
• OFAC, denied parties, and other government control and watch lists
• Vendor setup and verification procedures
• The value of integrating fraud detection and risk analysis in your shared services strategy
Joseph Collins, Director of Client Solutions, Apex Analytix
Speaker from Koch Business Solutions

10

12:55 Private Lunch Sponsored by 12:55 General Lunch Sponsored By

2:05 • There’s a lot of “noise” in the marketplace surrounding the failure of outsourcing to deliver
“innovation” and “transformation” – What is the reality? What is the cause of failure for true
innovation being achieved?
Eliminating the White Noise • What measures are normally put in place to determine the effectiveness of the partnership?
8 Pioneering Sourcing Strategists Shape a Common Industry Agenda
All over the world SSON practitioner members are seeking clarity and guidance on their next strategic G8 Independent Chairman & Facilitator: Susan Hogan, Principal, Deloitte
move to develop their sourcing models further and driver greater results. The challenge is not how to George F. Will – America’s Foremost Consulting LLP
find advice on developing the right plan, but who to listen to when there are so many differing Political Columnist
Anoop Sagoo, Managing Director, F&A
voices about where the industry is heading and how this impacts their strategy. In short, everyone G8 Members: BPO, Accenture
appears to have their own agenda. To combat this, the SSON have facilitated the creation of the G8: Cliff Justice, Sourcing and Shared
The Global Sourcing Think Tank, to help you understand where and how your chosen thought Jim Aselta, Shared Services &
Advisory Leader, KPMG
leaders agree and disagree on the future of the Shared Services and Outsourcing Community. Outsourcing Practice Leader, Ernst &
Appointment to regional G8 Panels around the world is based purely upon SSON regional votes. David Poole, Head of America’s Business Young LLP
Process Outsourcing, Capgemini
Today, G8 U.S. Will Aim To: Ken Hamel, SVP Global Presales and
•
Build a clear vision of the common agenda they see for the industry’s future goals John Lutz, General Manager, Managed Solutions, SAP
• Challenge mainstream thinking and debate the options Business Process Services, IBM
Marc Schwarz, SVP, Oracle On Demand
• Strip away the growing complexity of complex sourcing maps and models
• Answer core questions about the strategic direction of the industry
We Actively Encourage You to Send your Controversial Questions To G8 U.S. Today
• Explain in simple terms and lay terms the critical considerations to prioritize
naomi.secor@iqpc.com
Topics for Debate:
PANELISTS WERE CHOSEN BY SURVEYING ALL US REGIONAL SSON MEMBERS: YOU CHOSE THIS
• Is there a clear view on whether SSCs perform on the average better or worse than Third Party?
PANEL. They are here to address any market cynicism and answer your most challenging questions

3:20 Afternoon Networking Break in the Exhibit Hall

General Session One General Session Two

4:00 Bridging the Gap, Step-by-Step, to Achieving Top Quartile Process Efficiency & 4:00 Sourcing Trio Insight: Buyer, Provider and Advisor Perspectives Taken from the
Effectiveness Top!
The Co-Transformation Journey Achieving an initial 30-40% savings through consolidation across the Part One: During this session you will witness a 3-way interview between 3 c-level leaders from
first 12-18 months of any shared services journey is pretty standard. Labor arbitrage alone can often each industry group (buyer, provider, advisor) The discussion will cover the role each component of
provide great inroads to begin with. But beyond that, the odds get tougher and options fewer, as the industry plays, how this may have changed over the last 12 months, and the expected
process and technology improvements become the next vehicles to further gains. Neither of these evolutions of the market dynamics going forward.
comes without their challenges to the business: namely expertise and cost.
Part Two: We will highlight in advance 3 or 4 hypothetical, post-contract scenarios that can typically
Becoming a big cost center isn’t exactly an attractive option, and yet further transformation requires
occur during an outsourcing partnership. Client, provider and advisor all give their views/experiences
investment. This session looks at an emerging engagement model between a provider and client (from
on preventative measures and how to handle.
Finance function) who have tackled the latter stage of the transformation journey together to share the
burden and drive the results. Buyer: Graham Russell, Head of Transaction Services, AstraZeneca
•
Co-transformation partnering to drive incremental improvements on the Journey to Top Quartile Provider: Deb Kops, CMO, WNS Global Services
efficiency & effectiveness Advisor: Bob Cecil, Executive Director, Business & Processes Advisory, EquaTerra
•
Utilizing a provider as a change catalyst for transformation inside an embedded company culture
• Minimizing investments by leverage end-to-end solutions without the upfront cost
Abid Ali Neemuchwala, VP & Global Head, TCS BPO
Customer: Senior Finance Executive from Fortune 1000 company


A Planning & Launching B People & Change Management C Finance Transformation D Governance, Risk & Compliance
Chair: Susan Hogan, Principal, Deloitte LLP Chair: Sharad Vishvanath, APAC Client Chair: Theresa Clark, VP Finance Chair: Jim Arnold, President & COO,
Development Head, Hewitt Consulting Transformation, Trintech Apex Analytix


A Designing A Compelling & Convincing Business Base for Start-Up Success & E Double Session: Implementing First-Class, Post-Award Contract
Continued Value Management & Execution
• Determine the common costs and savings associated with business case justification Tim McCarthy, Worldwide Director Contracts & Pricing, Rockwell Automation
• Create typical timelines associated with you shared services justification Kenneth Riley, General Manager, Supply Chain Management for Chevron Global
• Learn techniques for “internal selling” of your shared service center justification Upstream & Gas
Phil Searle, CEO and Founder, Chazey Partners Nancy Nelson, Global Contracts Director, CSC
Suzanne Watson, Vice President, Consulting Services, IACCM
Dan Mahlebashian, Chief Contracting Officer, General Motors
Jean Kinney, Associate Director Purchases, Procter & Gamble

B Surviving the Waves of Change - How do SSO’s Quickly Adapt and Thrive F The Right Way – and Some Wrong Ways to Make Metrics Meaningful
through Organizational and Business Environment Change? • Use the proven technique of strategy mapping, a visual representation of your
• Hear about the impact economic changes and management direction have had on SSO’s organizational goals
• How to add value during time of rapid growth as well as divestments. • Utilize the power of balanced scorecard techniques
• How to get your SSO ready for any external event that can quickly • Incorporate strategy maps and the balanced scorecard as structured ways to select and
change your original value proposition. align goals and measures before you embark on your performance management project
Ira Fialkow, EVP Shared Services, CEMEX Paul Durn, Senior Director, U.S. Department of Health & Human Services
Mark Kingman, SVP Disney Worldwide Shared Services

C Roundtable Session: Optimizing Working Capital & Accelerating Cash Flow G Panel Discussion: India 2.0, The Next Generation of China & A Closer Look
• Understand the power of shared services in realizing superior working capital performance At Emerging Markets
• Obtain greater visibility into cash positions and realize arbitration of internal and external • Discuss new trends in offshore development and the advantages and disadvantages for each location
cash flows • Explore the positives of moving verticals into these areas and how to overcome emerging challenges
• Develop mitigation techniques to minimize the effect of globalization on working capital with this transformation
John Gayda, Director, KNA Financial Service Center, Kellogg Jay Desai, VP Global Sourcing, Northern Trust
Cash Flow 2010
Paul Crystal, SVP Finance & Administration, United Media Nicolo Gligo Saenz, Invest Chile
Special Location
Cindy Gallagher, VP & Corporate Controller, AOL Focus Esteban Carril, Latin America Regional Director, EMC Outlook

D When Disaster Strikes, Take Action: Why Disaster Recovery Will Never Look H Blue Sky Innovation Room
the Same Again After the Global Financial Crisis! For pre-qualified mature SSO’s only. Please refer to page 18 for complete details on how to
• How do CoE’s plan for disaster? apply for qualification, and for session topics.
• Recognition of the importance of planning for disasters
• A basic understanding of the elements of Business Continuity Planning
• Tools to help your organization develop a comprehensive Business Business
Continuity Planning program Continuity
Jim Rundgren, Manager Operations, Northrop Grumman Special
Focus

12

A Planning & Launching B People & Change Management C Finance Transformation D Governance, Risk & Compliance
Chair: Susan Hogan, Principal, Deloitte LLP Chair: Sharad Vishvanath, APAC Client Chair: Theresa Clark, VP Finance Chair: Jim Arnold, President & COO,
Development Head, Hewitt Consulting Transformation, Trintech Apex Analytix


A Roundtable Discussion: Everything You Wanted To Ask, But Never Did: E Double Session Continued: Implementing First-Class, Post-Award Contract
Clearing the Air of Shared Services Management & Execution
• Build a shared services framework for growth
•
Learn how to design innovation into your processes
• Establish uniform standards for data and processes to facilitate productive use of tools and
programs on a global scale
Sam Poston, SVP, ScottMadden
Chaitra Vedullapalli, Senior Director, Microsoft
Jeff Kemmerer, VP Global Shared Services, Hershey’s
Greg White, Director of Accounting & Project Lead, ConAgra Foods

B Elevating Your Recruitment Efforts with Smart Partnering F Turkeys Don’t Vote For Christmas: Communicating the Value of Shared Services
•
Identify the evolving skill shift that is needed for you SSO •
Help the business understand how they can impact and control their costs, critical to
• Think outside the box in terms of recruitment and take advantage of local talent building trust and effectiveness
• Learn what it takes to build and nuture a motivated team • Understand the cost drivers behind service delivery, and communicate this understanding
to the rest of the business
Debbie Kraft, Shared Services Supervisor, IAC • Understand the reason behind resistance - not everybody will buy the shared service model
Bonnie Tibitowski, Director Shared Services, IAC immediately and not all the people will hold the same opinion
•
Prepare yourself for opposition - patience is not only a virtue but a necessity for a happy
existence during the transition plan
Esteban Carril, Latin America Regional Director, EMC

C Maximizing Shared Services Wins with Minimal Investment G Getting More From Your Enterprise Software – The Last Mile
• Hear how a gaming company is leading a shared services initiative without the benefit of • What can the leaders in Finance and Accounting, HR, Procurement and Supply Chain, and IT
peer companies having executed similar strategies do to assure the benefits of process improvement initiatives don’t get mitigated or eclipsed?
• Learn practical tips to achieve wins through process improvement utilizing largely existing •
How do you avoid the pitfalls and what does IT need from you to deliver greater ROI from
technology and resources IT projects, deliver the scope of capabilities require, on time, within budget? Challenge
•
Gain business unit and executive support through active communication Oracle, along with leading customer and industry experts to provide answers to address
Rick Arpin, SVP & Corporate Controller, MGM Mirage your most critical issues.
• Discuss the best practice, key areas including ; how business leaders work with IT to
prioritize, justify, and source the services to deploy and operate their IT solutions.
Please visit website for Oracle Executive and Client speaker information

D The Future of Finance Production – Predictable Processes, Predictable H Blue Sky Innovation Room
Outcomes For pre-qualified mature SSO’s only. Please refer to page 18 for complete details on how to
•
Achieve at least 20% reduction in compliance efforts by staff apply for qualification, and for session topics.
• See a reduction in close days by 20-40%
• Hear about a reduction in financial close efforts by 20%
•
Learn how you can achieve a 10% reduction in external audit fees
Theresa Clark, Vice President, Finance Transformation, Trintech


14th Annual Shared Services & Outsourcing Week

14th Annual Shared Services & Outsourcing Week

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14th Annual Shared Services & Outsourcing Week