Managing a Global Business Process Expert Team (BPx)

CHUCK WEBBER[ASUG INSTALLATION MEMBER MEMBER SINCE:2008

MALCOM POULIN[ASUG ASSOCIATE MEMBER MEMBER SINCE:1998

DENISE MISSONAK[SAP POINT OF CONTACT MEMBER SINCE: 1998

]Managing a Global Business Process Expert Team (BPx)

Shawn Grubb, Procter & Gamble

2Real Experience. Real Advantage. •

[ Three billion times a day, P&G

brands touch the lives of people around the world… ~$77 billion in net sales (2007) 138,000 Employees / 80 countries world

wide


[ A segment of the Healthcare Global

Business Unit ~2 billion in net sales (2007) Three major brands: Actonel, Asacol,

Enablex


[Today's Top 3 Learning Points:

Groundwork – Defining your Scope and structure Define the “What” and the “How”

Service Delivery: Key concepts for Quality Expertise vs Mastery

Practical Tips and Tricks for managing G-BPx The do’s and don'ts


[Best Practice 1: Laying the groundwork

Define your “What” and “How” What does your team concentrate on? How do you do this?

Applied at P&G Pharmaceuticals: The “What” in order of priority

Base Capability Business Ability (Transformation) Innovation

The “How” Common and GLOBAL Processes Business Metrics across sites Expectation of Mastery

Why does this apply to a Global BPX team?


[InnovationInnovation

Business AbilityBusiness Ability

Base CapabilityBase Capability

Process

Metrics

Mastery

HoN


[Best Practice 2: Expertise Vs Mastery

Expertise Deep insight and work process understanding Examples: Demand planning, Site Integrated

planning, Production, Quality, Inventory management, Sales and Distribution, Accounts Receivable, etc etc etc.. )

Mastery Demonstrated Expertise PLUS Working knowledge of previous and successive

rows of ownership Overlapping Expertise with work process “touch

points” Can execute work processes into and out of areas

of ownership


[Best Practice 2: Expertise Vs Mastery

Why Mastery over Expertise in a G-BPX team? Common business processes Common focus on business & success measures Improves customer service Speeds issue resolution, develops better

solutions Eliminates “silos” of knowledge

Watch outs Mastery still requires clear ownership Protect your best masters from overload


[BP 2: Expertise and Mastery Defined

List 1 or more best practices that can be obtained specific to your topic area.

YZ

x

x

xx

Expertise

Inventory

Mgmt.

Sales / distributionProduction Execution

Mastery Mastery


[Practical Tips and Tricks #1

Finding the right Business Process talent Must be comfortable in chosen language Consider operational people first What about IT? Manage work in undefined spaces Someone who knows it, vs someone who can

learn



Sphere of trust: international teams are scary places English for non-native speakers Cultural exchanges can be confusing / frustrating

Creating a sense of trust: English for native English speakers Watch for cultural misunderstandings Clarify & agree on norms to avoid cultural faux-pas Develop “comfort zone” trainings Treat mistakes as “key learnings” and move on 100% support for good and BAD!



Consistent consistent consistent norms Identify the norms and stick with them Set common schedules and stick with them

Meetings requiring Travel: Outline annual meetings from day 1 Avoid common holiday periods

Meetings via phone Avoid non core work times Plan for multi-taksing


[Practical Tips and Tricks #3+ (Bonus!)

Diversity polices Review as a group Build awareness of what “diversity”

means

Good news Friday Rule After 3:30pm on Friday, keep it to Monday


[Summary of Today's Top 3 Learning Points:

Groundwork – Defining your Scope and structure Define the “What” and the “How”

Service Delivery: Key concepts for Quality Expertise vs Mastery

Practical Tips and Tricks for managing G-BPx The do’s and don'ts


[Q & A


[

[

] Thank you for participating.

SESSION CODE:

24193

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