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GBS Journey &Tips on Going GlobalTips on Going Global
Shared Services & Outsourcing Week
May, 2010
William P. Metz
Procter & Gamble Global Business ServicesProcter & Gamble Global Business Services
William Metz
Current role:Global Business Services External Strategic Alliances
Previous roles:Previous roles:GBS External Business Development ManagerPMO Section Manager IT Strategic Sourcing Section ManagerIT Strategic Sourcing Section ManagerTechnology Solutions Consulting Section ManagerApplication & Data Technologies ArchitectFounder of P&G’s Jedi competencyFounder of P&G s Jedi competency development program
Certified Outsourcing ProfessionalCertified Outsourcing Professional
Contact Information: [email protected]
Ab t P&G/GBS1 About P&G/GBS12 O J2 Our Journey
343 Results
Tips on going global4Wh N t5 Where Next5
• Founded 1837 ce• Headquarters in Cincinnati• $76.7 Billion annual sales la
nc
• 135,000 employees• More than 300 brands sold in 180
countries a G
l
countries • Operations in more than 80
countries at a
countriesWilliam Procter
&G
P
&
James Gamble
red
egy
Touching and nspi
rtra
te
Touching and Improving More
Consumers’ Lives in More Parts of se
-Inw
th S
in More Parts of the World…More
Completely urpo
sG
row
’s P
u GP
&G
P
Global Business Services is one of the 4 Pillars of P&G By transforming the way business isof P&G. By transforming the way business is done we ensure that P&G can fulfill its Purpose.
globalbusiness
units
marketdevelopmentorganizations
corporatefunctions
globalbusiness
units gservices
Transforming the Way Business is DoneWhat we Stand For
Ab t P&G/GBS1 About P&G/GBS12 O J2 Our Journey
3Ti i l b l4
3 Results
Tips on going global4Wh N t5 Where Next5
P&G 1985 - 1999
Global Expansion…• Entered 55 new markets• Increased operations to 86 countriesp
We Saw…• Duplicated services across regions• Structural inability to take advantage of economies y g
of scale• Inefficiently-allocated staffing and budgetsInefficiently allocated staffing and budgets
We Had A Dream…Vision:Transform the way business is doneTransform the way business is done
We accomplish this by delivering the “AND”:AND :
• Scale and agilityCost saving and quality services• Cost saving and quality services
• IT- driven innovation and support• Greater flexibility and flow to the workGreater flexibility and flow to the work
…and to offer a strong foundation for P&G Growth
We didn’t need to run fasterto run faster
We needed toWe needed to change the way
we ranwe ran
Changing the Way We Ran
• Structuring for success without losing the local touch
• Thinking holistically about our services
G i i P t hi• Growing in Partnership
• Integrating IT
• Evolving to stay relevant
Structuring for SuccessCentralized
One services
Global
6 hubs in low
Holistic
170 business and One servicesorganization cost locations employee services
Ci i ti
Newcastle
BrusselsBrussels
Cincinnati
San Jose
Singapore
Manila
Singapore
Delivering Employee Services for 135,000 & Business Services across 80 countries
Thinking HolisticallyNot just IT or HR… but all aspects of business support:
• Employee Services for 135,000• Business Services across 80 countries
Employee Services
Employee Services
Business Services
Strategic Sourcing & Procurement
People Management
Facilities
Computers & Communications
M ti S i
Financial Services & Solutions
Product Innovation
Supply Network Solutions
Consumer SolutionsMeeting Services
Travel Services
Consumer Solutions
Customer Solutions
Initiative Management
Business Performance Solutions
Growing in PartnershipWe could grow faster, stronger with the Traditional
Relationshipexpertise of our strategic partners
RelationshipCustomer to
Supplier basedWin-loseWin lose
relationship
Strategic PartnershipPartnership
Grows the pie and delivers a win-win
ps • $4.2 billion agreementsrs
hip
Employee Services
• 11 months start-to-finish
•Quality AND speed execution
tner
Q y p
• Shared measures for success
Par
t
Facilities
tial P Management
IT Infrastructure + Applications +
Init
Applications +Transactional Accounts
Payable3
… and now
A Network of Excellence
Integrating ITg g
• From technology to solutionsFrom what’s needed to what’s possible
IT St t i
Business • From what s needed to what s possible StrategiesNeeds IDS
And a unique name for our IT organization:Information Our unique asset Decisions What we want to enableDecisions What we want to enableSolutions What we want to deliver
Continuing to Change the W W RWay We Run
Ab t P&G/GBS1 About P&G/GBS12 R i f2 Recipe for success
343 Results
Tips on going global4Wh N t5 Where Next5
Overall Results
• Reduce GBS cost as a % of sales by 33%• Service levels up
17 points (from 80 to 97)• Speed to market 2x fasterp• Delivering 75% more
service scope than 7 years agoyears ago
Overall Results• Managing 3x the number of
complex initiativescomplex initiatives• Acquisitions & Divestitures time cut
in halfin half• And more capacity to Innovate
Gillette acquisition; 1100 j t• 1100 projects• 15 months to complete• $1.2 Billion in synergy savings
Digitize - Video CollaborationEasy Collaboration – $4 return for each $1 spent
example
Visualize - Decision Cockpitsat
a
Faster – Better business decisions
Raw
Da
tsis
ion
Coc
kpit
Dec
i
example
Simulate - VirtualizationSpeed to Market – More than $10 million saved
example
Ab t P&G/GBS1 About P&G/GBS12 R i f2 Recipe for success
343 Results
Tips on going global4Wh N t5 Where Next5
1 The globe is big and has much to offer1 to offer
2 Global capability is growing rapidly2 rapidly
3 Shared services model eases the transition3 the transition
4 Change management is key4
5 Culture Counts5
6 Process Rigor is Essential6
7 Collaboration tools can be a big help7 big help
Ab t P&G/GBS1 About P&G/GBS12 R i f2 Recipe for success
3Ti i l b l
3 Results
4 Tips on going global
Wh N t54
Where Next5
Scale Our Work• Continue to leverage scale to innovate,
standardize and simplify • Expand our Shared Services scope• Expand our Shared Services scope
Scale Our Network• Systemically move what is non-core to us to
an external provider for whom that work is core businessco e bus ess
• Priority access to innovation capabilities of our partners
Design for Flow• Ability to ramp up our key priorities quicklyy p p y p q y• 50% of organization is designed to “flow-to-
the-work”