Reinventing the SSO Executive to Become a Strategic and Infiuential Business Partner · 2017-05-09 · SUPER EARLY BIRD | Register and pay by 17th February 2017 save up to $1500*

SUPER EARLY BIRD | Register and pay by 17th February 2017 save up to$1500*

Reinventing the SSO Executive to Become a Strategic and Influential Business Partner

see page 3 for full speaker lineup

13-16 June 2017 • The Hilton, Sydney, Australia

FEATURING 60+ SPEAKERS INCLUDING…

www.sharedservicesweek.com.au • @SSOWEEK

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The SSO Vision Envision an environment in which SSOs can improve an organisations’ overall financial and operational performance.Where Robotic Process Automation and other technologies drive hugely efficient processes and transactions. Where operational excellence is embedded, and quality is on par with cost reduction as the core objective. Where immediate and real time performance indicators across the service portfolio are displayed via dashboards to convey how responsively and accurately your SSO is functioning. Where the SSO offers multiple career paths and has the highest culture scores of all functions within the organisation. Where SSO staff have an instilled sense of importance as service owners and go the extra mile to improve customer experience. Most importantly, where the SSO has influence and a seat in the boardroom during strategic discussions, given its strong analytics capabilities and ability to derive insights from data.

Unfortunately, this is still a future vision for many organisations, given SSOs are often seen as the depot for noncritical support and transactional tasks.

The vision of SSOW 2017 is to change that; to connect SSO executives, facilitate the cross-pollination of ideas, drive solutions-based discussion, and develop partnerships, all to help drive the blueprint for operational excellence forward.

However, we understand every organisation is different. The scope and potential of your SSO differs due to your business’s vision.

That is why in 2017, SSOW has tailored the program to three tiers of scope; 1. Those with limited scope and resources who would like to achieve a basic and functional shared service to drive efficiency and cost reduction;

2. Those with slightly more scope who are focused on process excellence and a minor amount of outsourcing; and

3. Those who have the sky as their limit, expanding their SSO and pushing the limits to enter the dynamic world of robotics.

BOOK NOW T: +61 2 9229 1000 • E: [email protected] • W: www.sharedservicesweek.com.au • @SSOWEEK

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Contents

2017 Speaker Panel ...............................................................................................5

What's In Store for 2017? ...................................................................................7

A Taste of the Results You're in For! .............................................................8

Event at a Glance ...................................................................................................9

The SSON Excellence Awards ........................................................................ 13

Pre-Conference Workshops ............................................................................ 13

Conference Day 1 .................................................................................................14

Conference Day 2 ................................................................................................19

Conference Day 3 ............................................................................................... 27

Site Tour .................................................................................................................. 32

CFO Boardroom ..................................................................................................33

Network With Your Peers................................................................................34

About Our Sponsors .........................................................................................36

What is SSON… And how can it help you? .............................................. 37

Booking Form .......................................................................................................38


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Hello SSO Leader!

We want to bring the ‘slick’ and ‘strategic’ into shared services.

Shared services is an integral part of an organisation and SSO staff need to have that sense of importance instilled in them to drive their influence, importance, and career within the organisation.

With this in mind, SSOW 2017 has been shaped around 3 key ideas;

First, rather than focus on the past, 2017 will gaze into the future; head in the clouds, but feet firmly on the ground to focus on business transformation as a whole.

Second, key transformation methodologies like agile, leadership, design thinking, customer-centricity (both internally and externally), process innovation, RPA, and other technology, will be interweaved throughout the 3 days.

No matter what function, organisation, or process, you can learn how others have successfully applied these to become more efficient, fast-paced, and insightful. Then you can fine-tune their innovative strategy to deliver the same or even better results within your company.

To do this, presentations will become practical, take-home roadmaps. Gone are the days of the ‘speaker’; welcome are the days of the ‘facilitator’.

It will enable better networking, the ability to personalise your own agenda and ask key questions about the problems you are facing; the new formats cut straight to the data, and the ‘how to’. In the fast paced environment of 2017, this is absolutely necessary in enabling delegates to take away what really matters.

Finally, for 2017 we have added in a stream specifically for outsourcing.

With 122 functions from significantly large Australian organisations currently outsourced, (a number which is growing rapidly), there is huge demand to learn how others are driving successful relationships with external partners, overcoming cultural differences, and pursuing a ‘relationship’ rather than a ‘contract’.

Come and share in the excitement of what is shaping up to be the revolution of the ‘back-office’!

Regards,

Gracie FeaHead of SSOW 2017

Your Guide to Our ProgramBIGGEST HURDLE The problem that caused the speaker’s

transformation program the biggest issues, and how they were able to overcome it

DEEP DELVE Flash term for an interview

STRATEGIC VISIONS Thought leadership - where their SSO is

headed and the vision for the future

HOT SEAT #1 Tip from each speaker on solutions to

the challenge in question

IDG Interactive Discussion Group

KEY QUESTION What the session will hinge on and focus

on answering

LIGHTNING TALKS 4 speakers, 5 mins each, before the room

splits into 4 roundtables and you choose which discussion you would like to continue to be part of

PRIZE DRAW A variety of prizes will be drawn for the

competitions run by our sponsors over the week

SUCCESSION SPEECHES 3x speakers, 40 mins, 3 different themes

THINK TANK / GROUP THINK Flash term for panel discussions which

include more audience Q&A

TAG Theme of the session

2017 Advisory BoardPaul PembertonGeneral Manager Shared ServicesDB Schenker

Gavin IfieldHead of Business Services Holcim

John GearingGM Finance Shared Services Queensland Urban Utilities

Simen MunterGeneral Manager, Group Hubs ANZ (former)

Lakshman RatnamHead of Finance Shared ServicesNews Corp

Michelle RedfernHead of Enterprise Relationship ManagementNAB

Gavin MartinHead of Performance ManagementSuncorp


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2017 Facilitators

Speaker 1Rod McGeoghCo-Chairman of the Australia New Zealand Leadership Forum

Rod McGeogh may have risen to prominence as the leader of Sydney's successful Olympics 2000 bid, but he has long had a remarkable career at the forefront of business, sports administration and the legal profession. In fact, he has been described as one of Australasia's most influential directors.

He is Co-Chairman of the Australia New Zealand Leadership Forum, a past President of the Law Society of NSW and a Member of the Order of Australia, awarded in recognition of his invaluable services to the legal profession.

BIG IDEAS SPEAKER

INTERNATIONAL SPEAKERS

Steve SharlowSenior Director/Corporate ControllerMitsubishi Hitachi Power Systems

Cindy GallagherSVP GBS ControllerDiscovery Communications (International)

Ross MacKayManaging Director, DHL Asia Pacific Shared Services DHL Express (International)

Shiromi RajendraCEOMAS Legato (International)

Maleeq SubianGM, ProcessMAS Legato (International)

Ian TurnerHead of Learning Shared Services TalkTalk (International)

Tim JohnsonHead of Insurance Operations DeliverySuncorp

Max MillerGM, StrategyTelstra Global Financial Services

Geoff GruebnerHead of Global Business Services ANZ BP

Dale CliffordHead of Business Architecture ANZ

David MahonyGM Financial ControlStockland

Rob DoyleGroup GM FinanceFairfax

Christophe Gantzer Confectionery Controller / Finance Director ANZNestlé / Nespresso

Paul DuldigHead of University Services University of Melbourne

Cheryl NorbergenHead of Centre of Finance ExcellenceQantas

Andrew LoweManager, Group Tax & Shared Services Aurizon

Paul WoodCFODepartment of Foreign Affairs and Trade

Nina MuhleisenHead of World Class Delivery ModelANZ

Amy PoyntonGlobal Lead – HR Sustain and Governance, Rio Tinto

Lorna RaineCFOGeorge Weston Foods

Coretta BessiFormer Chief Procurement Officer NBN co

Gilbert ChowGM ProcurementFonterra Australia

Renata SguarioGM, Operational Excellence NAB

Lakshman Ratnam Head of Finance Shared ServicesNews Corp Former Business Transformation SpecialistColgate Palmolive


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2017 Facilitators

Al McLeanDirector, Strategic HR & Corporate Shared ServicesACT Government

Violeta PerezAssociate Director, Statewide Management Reporting ServiceHealthShare NSW

Ben ParnisHead of Business Services Procurement at NAB

Nicole HarveyDirector HR Shared ServicesAustin Health

Kellie KingHead of Lean - TransformationBupa

Stephanie Naidoo Executive Manager Group Productivity, Commonwealth Bank

Dhugal FordGM Rollout and PMO, HR TransformationRio Tinto

Danielle RyanHead of Operations & Process Excellence Bank of Queensland

Gavin IfieldHead of Business Services, Holcim

Haris KomarlaHead of Procurement – Asia PacificDB Schenker

Matthew RaeManager, Networks Procurement and Supply Chain Lead, APA Group

Dr Christine Murphy Design Thinking Expert RMIT

Peri Diestelow Associate Director, HR Shared Services, Optus

Lara HigsonGeneral Manager Group Services, MMG

Jonathan NicholCFO ANZ / GFSSRegional Manager APACSandvik

Gavin MartinHead of Performance ManagementSuncorp

Steve HugginsonHead of Operations Coles Online

Thomas BegengCOOHealthShare NSW

Paul BloxhamChief EconomistHSBC

Sandra NeriHead of Supplier Relationship ManagementAustralia Post

Darren Fewster Executive Director, Global HR Shared Services and Innovation Telstra

Graham Tanton Executive Director Shared ServicesACT Government

Theresa KimGroup Manager Shared ServicesNZ Post

Cathy Doyle Experienced CHRO/ Former Chief People OfficerMcDonald’s

Emma GluskieGroup Procurement Manager COE and IT&T Coca-Cola Amatil

Shane LamontHead of Procurement and Supply ChainSydney Water

Robin BarlassDirector of Strategy and Support Services Metro Trains Melbourne

Sarah ParkinHR SS Service Delivery Manager, APAC Marsh & McLennan

Phil McMahonChief Operating Officer Department of Premier and Cabinet

Caroline MeyerHR DirectorThales

John GearingGM Finance Shared Services Queensland Urban Utilities

Tanya EalesGroup Head of People Services, Woolworths

Antoinette Brandi Group Manager ProcurementOZ Minerals

Jackie AggettHead of Procurement, Laing O’Rourke

Paul LeaverDirector, HR Specialist Services & Support Optus

Allison BellTalent Acquisition Lead - South East Asia and PacificMarsh & McLennan

Maree McMahonUnitingCare Queensland


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New for 2017:

Goodbye 40 min presentations,hello interactive formats(see our guide for details!)

5 international case studies from Mitsubishi Hitachi Power Systems, Discovery Communications DHL Express, MAS Legato, TalkTalk

85% new speakers, most having never attended SSOW

24 new organisations presenting including Fairfax,

Stockland, Optus

New Awards Category … Leadership: 2017 Business Transformation Leader

20th Birthday Party – pretty self explanatory really - think fun, drinks, and entertainment!

2x Motivational Speakers: One a complete surprise! – the other Rod

McGeoch – expert in leadership (best known for securing the

2000 Sydney Olympics)

Top 50 Business Transformation Leaders’ Executive Club – invite

only, no vendors, network with the best SSO executives in Australia

Returning for 2017:6 workshops focused on RPA, customer centricity and unifying the front and back

office, strategic partnerships, and of course the staple ingredient to any transformation, embedding and managing change

2 Site Tours – Healthshare NSW and Qantas

No sales pitches! - 100% practitioner speaker faculty

Functional streams – Finance, Procurement, HR – allowing you to benchmark and drive your function to a more strategic role within your business

The SSOW Networking App and Live Polling – real time questions, real time benchmarking, real time results!

SSON Excellence Awards – Excellence in Value Creation, Excellence in People and Culture, Best SS Team, Best Process Improvement, 2017 Business Transformation Leader

Interactive Discussion Groups – led by a vendor and practitioner – 3x roundtables in 30 min rotations to delve into challenges and discover solutions

CFO Boardroom - too senior for SSOW? No chance! Breakaway with your CFO colleagues!

20th Year Anniversary 2017 is a significant landmark for SSOW, as we celebrate our 20th birthday!

To put that into context, we first launched the event when: Tiger Woods at 21 years old became the youngest ever

golfer to win the Masters Microsoft became the worlds most valuable company

valued at $261 billion dollars Princess Diana and Mother Teresa passed away Mars Pathfinder landed on Mars

The 1997 agenda was set on driving cost out of businesses. Fast forward to today, and the event brings together 400+ SSO executives all set on greater value and quality; reduced cost being the bonus.

While 2017 will be a celebration (and let us assure you, there will be ample opportunity to drink to our 20th year!), it won’t be all about the party.

Business transformation will still be front and centre.

Like the SSO industry, our focus has moved away from numbers and shifted toward quality.

Ensuring we have the right people in the room and making sure they have the best experience possible is all we care about these days. We too have become more customer centric, which is why 2017 is all about the ‘experience’, rather than the ‘event’.

What's In Store For 2017?


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A Taste of the Results You're in For!

2017 Sponsorship OpportunitiesSSON provides a unique platform which encourages open conversation between practitioner and solution-provider. We take the time to get to know our customer so that we can help you navigate through the audience to find the best matches in terms of need and buying power.

SSO Week is an annual 'must-attend' event for businesses which have a service or solution that would bring benefit to an audience of senior executives leading their organisation’s SSC and related initiatives.

If you're interested in understanding how you an best profile your business at the event, contact Denzil Fernandez on +61 9229 1050 or email [email protected]

By Agile Restructure:Cost saved: $100mil in 5 yrs

By Outsourcing:

FTE reduction: 75 (5% of total workforce)

Relative Salary Savings by employing Indian staff:

50- 75%

By Spend:Spend reduction: 10-50%

across categories

By Operating Model:Cost saved : $90m p/a

FTE reduction: 500 Rapid implementation of

6 months

By Talent Management:Attrition improvement YoY:

Upwards of 50%

Mentored Staff Promotions: 60% of mentees promoted

or moved into expanded roles

Jobs filled by internal hires: 80%

By HR Self Service:Overall cost to serve: 50% plus

reduction

By RPA:60% cost to serve reduction 50% reduction in turnaround

times

By Leadership:10-15% less turnover

(onshore and offshore)

By Process Redesign:$100M improvement to free

cash flow in 12 months

$3M cost re-alignment, while improving customer service in

6 months

By Outsourcing:

Productivity Gain:40-45% over the next 5 years


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08:40 Chair’s Welcoming

08:45 Discovering the Potential of Standardisation: Taking the Global out of GBS

09:15 Driving Rapid Business Transformation and Value Creation to Keep Up With Rapid Growth

09:45 Interactive App Session Benchmarking and Metrics: How Do You Compare?

CONFERENCE DAY 2: WEDNESDAY, 14 JUNE 2017

PEOPLE TECHNOLOGY

16:00 Rising Through the Ranks: Couriering Talent Up The Organisation

Using Back Office as the Engine to Drive Transformation

PEOPLE TECHNOLOGY

16:30 Insuring Your Organisation by Investing in Leadership and ‘Soft’ Skills

17:00 Group Think: Developing a Career Path and

Attracting Talent for the Future SSO Environment

Gaining Interest and Monetising RPA: Making it Scalable to Realise Benefits

Group Think: Is RPA Just Hype or Will it Dramatically Improve the SSO Landscape?

11:30 REGISTRATION / MEET & GREET LUNCH

12:45 SSON’s Opening Remarks

12:55 Opening Remarks from Conference Chairperson

13:10 Motivational Speaker – Rod McGeogh Alternative Thinking 14:00 Group Think Future of Business Transformation: How Relevant are Existing SSOs

and How Can We Ensure They Don’t Become Obsolete?

14:50 Debate: Robotic Process Automation Will Replace Outsourcing and Offshoring

17:45 Speed Networking

18:15 Shopping for Influence: Displaying Your Shared Service as a Supporter of Strategic Business Decisions

18:45 Strategic Visions

19:15 20TH BIRTHDAY PARTY!

CONFERENCE DAY 1: TUESDAY, 13 JUNE 2017

Workshop 1 Effectively Embedding and Managing Change

Workshop 2 Designing a Customer Centric Back Office

Workshop 3 Unifying the Front and Back Office to Become

Customer Centric

Workshop 4 Implementing Robotic Process Automation

Workshop 5 Driving a Successful Relationship With Your BPO

Workshop 6 Aligning Job Profiles Culturally to Offshore

Locations

PRE-CONFERENCE WORKSHOPS: TUESDAY, 13 JUNE 2017

07:00-

09:00

09:00-

11:00

11:00-

13:00

Event at a Glance


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14:50 Nespresso's Tasteful Bid for Quality and Value Add Over Cost

Milking the Savings: How Fonterra has Instilled an Organisation Wide Culture of Spend Reduction

Think Tank Gazing Into the Crystal Ball For Strategic Workforce Planning

CONFERENCE DAY 2: WEDNESDAY, 14 JUNE 2017FINANCE PROCUREMENT / SUPPLY CHAIN HR SHARED & COMMON SERVICES

11:20 Calling on Your SSO for Insight: How Telstra is Dialing Into the Future of Finance

13:25 Hot Seats: 5 Experts, 25 Minutes, 5 Hot Tips...

Key Question: How do you position your SS as a strategic advisor to the rest of the organisation?

14:00 Colgate vs Newscorp: Benchmarking a SS and Raising it to the Next Level

11:55 Deep Delve Questionnaire: How Qantas Has Flown From Siloes to

Collaboration to Allow Data Flow and Business Insights

Sydney Water’s #1 Tactic For Pouring Strategy into the Supply Chain

Hot Seats: 5 Experts, 25 Minutes, 5 Hot Tips... Key Question: How do you move to end to end supply chain transformation?

Think Tank: Developing Strategic Partnerships With Suppliers

Think Tank: Procuring More Influence: Solid Tactics to Move Up the Value Curve

Opening the Lines of Communication: Using Your HRSS to Drive Business Intelligence

Hot Seats: 5 Experts, 25 Minutes, 5 Hot Tips... Key Question: How do you leverage data to provide insights?

Transforming your HR Organisation: Establishing an Effective Self-Service Offering as a Foundation

Think Tank: Empowering People to Drive Decision Making Across All Levels of the Organisation

Deep Delve Questionnaire: Expanding Your Network: Three Critical Concepts Telstra’s Used to Take Its HRSS Global and Leverage BPOs

No Foreign Concept: Improving the Communication Between Service Delivery Providers and the Department of Finance

Solutions Clinic

Patience and Caring: How Healthshare NSW Has Become Future Savvy and Flexible

15:50 Interactive Discussion Groups

18:20 Group Think Delving into Global Process Ownership: How Do We Assign and Best Leverage a Process Owner?

19:00 Pre-Awards Cocktail Reception Drinks And SSON Excellence Awards Gala Dinner

CONFERENCE DAY 3: THURSDAY, 15 JUNE 201708:25 Chairperson’s Opening Remarks

08:30 Interactive App Session 2017 Award Winners: How Did They Get From A to B?

Event at a Glance


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CONFERENCE DAY 3: THURSDAY, 15 JUNE 2017

11:30 How Bank of Queensland Financed its Own Custom Design Platform For Less

Using Design Thinking, HCD, Agile to Transform the Most Critical Back Office Processes

Banking on the Back Office For External Customer Satisfaction (and How RPA is Helping)

Reading the Fine Print: Choosing a Partner Rather Than a Price

PROCESS INNOVATION CUSTOMER CENTRICITY OUTSOURCINGTECHNOLOGY & DATA

12:00 Be Educated How UTS is Boosting Technology to Provide Cost Effective and Customer Focused Services

How QUU Has Changed its Infrastructure: Devolving Responsibilities and Changing the VP from Governance and Service Excellence

How NAB has Unified Front and Back Office and Cashed in the Cheque For Customer Centricity

Stockland’s #1 Strategy For Developing and Operating a Successful Outsourcing Initiative

12:30 Lightning Bolt 1: Using Data Insights to Drive Efficiency

and Cost Savings

Lightning Bolt 2: Gaining Buy In and Staff Engagement

When Implementing RPA

Lightning Bolt 3: eProcurement: Making Your Sourcing

Process Agile and Responsive

Lightning Bolt 1: Centring on Innovation: Building on Solid Existing Platforms to Enhance Your SS

Lightning Bolt 2:Becoming Agile to Deliver Faster, Tailored Results

Lightning Bolt 3: Cleaning Up Waste: Becoming as Lean as Possible Before Introducing RPA

Lightning Bolt 1: The Role of Back Office in Improving External Customer Service

Lightning Bolt 2:Leveraging Technology to Deliver a Faster, Better, More Customer Centric Service

Lightning Bolt 3: Understanding Apply Design Thinking Methodologies to Become More Customer Centric

How Sandvik Engineered a Solid Relationship with its BPO

14:20 Mystery Big Ideas Speaker

15:40 2017/18 Industry Outlook

16:30 Closing Remarks From the Chair

09:15 Learning to Use Agile to Cut Cost and Headcount and Provide Better Quality Service

09:45 Group Think Charting the Future and Potential Gains of Outsourcing: Is it the Best Fit For Your Organisation?

10:30 Succession Speeches: Realise the Potential and Productivity Gains Of….

Event at a Glance

SITE TOURS : FRIDAY, 16 JUNE 2017

Qantas

Theme: ‘Eliminating Siloes’

HealthShare NSW

Theme: ‘Agile Operation’

09:00|

11:00

11:30|

13:30


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Shared Services & Outsourcing Excellence Awards are a globally recognised annual industry awards ceremony, which honors and celebrates SSO and service delivery teams who have exceeded industry standards in their SS&O initiatives.

We want to hear your story!

If you would like to honor and recongise your teams’ efforts and successes then apply for a Shared Services & Outsourcing Excellence Award.

For more information visit sharedservicesweek.com.au to complete the online nomination forms.

BUSINESS TRANSFORMATION LEADER OF THE YEARHow has your SSO leader helped transform your shared services organisation and drive an inclusive culture of excellence?

NEW!

BEST SHARED SERVICES TEAM Teamwork is the bedrock of Shared Services; tell us how your team is working together to improve the bottom line of your SS&O

2016 Winner: Queensland Urban UtilitiesRunner up: Monash University

EXCELLENCE IN VALUE CREATION How is your SSO driving value and contributing to the operational and strategic objectives of the company?

2016 Winner: ACT Government Shared ServicesRunner up: TAS NZ

EXCELLENCE IN PEOPLE & CULTURE CREATIONHave you changed from a single-minded ‘me’ culture to a world-class, inclusive and collaborative team culture?

2016 Winner: Ports of AucklandRunner up: WNS

BEST PROCESS IMPROVEMENT & INNOVATIONThis can take many forms: moving to a customer focused approach, implementing benchmarking, training and innovation initiatives, six sigma and waste elimination, are just a few

2016 Winner: MAS LegatoRunner up: Rio Tinto and Infosys

The SSON Excellence Awards


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Effectively Embedding and Managing Change The fundamental reason that the majority of projects fail is not technology and processes, but the people. This master class will focus on the challenges to successfully driving change in a complex, global transformation program. The discussion will use recent case studies to demonstrate how the approach taken to can contribute to the overall success of transformation.

By attending this workshop you will discuss: Embedding processes and ensuring effective

communication of change Developing a structured and integrated change

management approach Making the change meaningful, both in terms of what

it means for the organisation and for employees personally

Establishing frequent and open communication across all stakeholders around the need for change

Securing buy-in by facilitating employee participation and engagement

Understanding how people react to change so you can tailor your message accordingly

The role of leadership and stakeholder management in effective change management

Examine the role of the “Change Champion” and your impact on wider transformation

Amy PoyntonGlobal Lead – HR Sustain and GovernanceRio Tinto

Dhugal FordGM Rollout and PMO, HR TransformationRio Tinto

WORKSHOP 1 7 AM - 9 AM

Designing a Customer Centric SS organisationIt’s all about the customer experience. Most companies confine customer experience to the front-office— building customer centric strategies that go only half way. A truly customer-centric organization will connect back-office functions, namely billing, receivables, and product/service delivery to the front-office in order to gain a comprehensive view of your customers. That entails making sure every conversation, every transaction, every request, and every documented customer trait is accessible to all customer-facing staff of the business.

By attending this workshop you will: Enable your business to operate at lightning speed

through internal systems and processes Ensure customers get instant answers, immediate

resolutions and have positive experiences Regularly reassess and adapt to the changing demands

of the external customer Improve front and back office collaboration

Stephanie NaidooExecutive Manager Group Productivity Commonwealth Bank (TBC)


Unifying the Front and Back Office to Become Customer Centric In today’s digital economy, your organisation’s success lies in the hands of your customers. Customer loyalty is sporadic, expectations are high and online reviews can propel you to greatness or destroy you. To succeed these days, your business needs to operate at lightning speed, with systems and internal processes that make sure customers get instant answers, immediate resolutions and have peaceful experiences along the way. Is your back office currently enabling this? The back office’s role in providing instant and accurate information, insight and service, is crucial to driving customer satisfaction.

By attending this workshop you will: Step up the productivity of your back office to deliver

customer centric service Unify front and back office to deliver faster, more

accurate information and insights to improve service Eliminate siloes, especially between the front and back

office Look holistically to improve end to end process and

think of the value chain organisation wide Use Human Centered Design and reimagine what the

customer wants Reengineer process to fit with your new vision

Renata SguarioGM, Operational ExcellenceNAB


Pre-Conference Workshops: Tuesday, 13 June 2017


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Implementing Robotic Process Automation As shared services mature and transactional processes are automated, it is the knowledge-centric, intelligence-driven aspect of service delivery that delivers the sustainable competitive advantage for shared service organisations. From uncovering the hidden productivity gems & opportunities to reduce cost, deploying RPA will contribute to freeing up human resources to focus on higher value tasks and contribute value-adding insights.

By attending this workshop you will discuss: Developing a business case and proof of concept Running a successful pilot, weeding out the

weaknesses, and rolling it out on a large scale How to deploy RPA across processes to cut costs,

reduce FTE and increase efficiency Using Design Thinking, Lean Management and RPA

as integral part of a broader intelligent automation strategy

Upskilling Staff to Maximise the Impact of RPA What to do with human resources once robotics are in

place Focusing on new and advanced services: leveraging

RPA to advance to higher level tasks

Dale CliffordHead of Business ArchitectureANZ


Driving a Successful Relationship With Your BPO This master class will delve into the critical elements of success and failure in any BPO relationship, including how to turn around a struggling relationship with your BPO to ensure the best ROI and efficiency.

By attending this workshop you will: Develop an effective communication strategy Alignment with business objectives: aligning mutual

objectives requires collaboration between buyer and service provider

Practical governance of one or more BPOs Move from transactional to strategic partnerships

Facilitator TBC

WORKSHOP 5 11 AM - 1 PM

Aligning Job Profiles Culturally to Offshore Location If you are a Western multinational looking for an outsourced location to achieve the best ROI beyond labour arbitrage, you need to have the right cultural fit to achieve the best performance outcome. Companies spend 12-18 months just to replicate the performance of their onshore staff. Ensure you get the best fit from the start and learn how to continually manage your cross border workforce for improved performance. This session covers both cultural job profiling and a 4 step Culture Performance Framework that works to adjust those cultural behaviours that matter to performance the most. The Framework has been awarded the Telstra Business Finalist, Victoria (2016).

What will you gain? Case study for a FSS and GBS Client. Participants will learn how culture affects performance

for different job profiles. Understand how to select the most culturally aligned

countries based on the job profiles you wish to outsource.

An understanding of the 4-step Culture Performance Framework

Div PillayCo-Founder & MDMindTribes

WORKSHOP 6 11 AM - 1 PM

9:30 AM - 11:30AM

NEW FOR 2017 Business Transformation Executive Club

This exclusive network will enable Australia’s top business transformation executives to collaborate, cross-pollinate ideas, build and enhance discussion topics they have in store for the week.

Pre-Conference Workshops: Tuesday, 13 June 2017


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11:30 REGISTRATION / MEET & GREET LUNCH

Private Lunch (invite only) – Sponsored by Blackline

12:45 SSON’s Opening Remarks

12:55 Opening Remarks from Conference Chairperson

13:10 Motivational Speaker – Rod McGeoch Alternative Thinking Rod McGeoch may have risen to prominence as the leader of Sydney’s successful

Olympics 2000, but behind that has a remarkable career at the forefront of business. He unites exemplary senior level management experience with an unparalleled commitment to achievement. Rod will deliver compelling insights into corporate strategies, leadership and team motivation. A few of Rod’s achievements:

14:00 Group Think Future of Business Transformation: How Relevant are Existing SSOs and How Can

We Ensure They Don’t Become Obsolete? 40% of Australian jobs will be automated by the year 2025. 5 million will be

automated internationally within 4 years. An estimated increase from $200m to $50billion enterprise spending on Robotic Process Automation technology over the next decade. AI will free employees for more innovative and strategic roles, driving business growth. So where does this leave Shared Services, Outsourcing, Offshoring, and Automation? This Keynote session will open the discussion of ‘where to next?’ and set the tone for the next 3 days.

Top 5 to Discuss and Solve: What is the future of shared services, outsourcing and offshoring? Is a captive model becoming more appealing?

What will the implications be if Australian organisations continue down the same track?

Is RPA just hype or does it pose real threat/potential to the current functions of an SSO?

How can organisations strategically prepare today to take advantage and gain a competitive edge in 5 years time?

Geoff Gruebner Head of Global Business Services

ANZ BP

Nina Muhleisen Head of World Class Delivery Model ANZ

Tanya Eales Group Head of People Services Woolworths

Steve Sharlow Senior Director/Corporate

Controller Mitsubishi Hitachi Power Systems

14:50 Debate: Robotic Process Automation Will Replace Outsourcing and Offshoring Are robots going to save us, or should we outsource or offshore? Robotic process

automation (RPA) applies specific technologies to automate routine, standardised tasks and free human employees from mundane tasks to apply themselves to core business objectives. It can drive 25-50% cost savings by automating data intensive, repetitive tasks, and by improving the accuracy and efficiency of process execution. RPA represents 33% of the cost of offshore FTE, what will this mean for outsourcing and offshoring?

Affirmative: TBC Negative: TBC

Sponsored by

15:30 AFTERNOON TEA

VIS

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TE

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NO

LOG

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Conference Day 1: Tuesday, 13 June 2017

“Great one on one conversations in a non selling environment.”

Grant Johnstone, Commercial Payment Solutions, Mastercard

Automation Anywhere


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16:00 Rising Through the Ranks: Couriering Talent Up The Organisation DHL Express has around 700 staff in its SSC which services more than 140

countries. With a pool of talent and a focus on brining the next level up the ranks, new ideas have been rising to the surface. The cost reduction benefit can only last so long, whereas speed of change and revenue opportunities can deliver a lot of additional benefits, which is what more developing more analytically minded staff can deliver.

Key Question: How do you get staff thinking analytically and differentiate your SSC to get them to remain in your SSC long term?

Focus: Talent management, hiring, attracting and retaining the best staff, investing in training, higher value tasks, frequent feedback culture

Results to Date: Attrition Improvement YoY: More than 50% Mentored Staff Promotions: 60% of mentees promoted or moved into

expanded roles Jobs filled by internal hires: 80%

Biggest Hurdle Overcome: Embracing new ways of looking at old situations: not getting stuck with the same people and process

Ross MacKay Managing Director, DHL Asia Pacific Shared Services DHL Express (International)

16:00 Using Back Office as the Engine to Drive Transformation 75% of Metro Trains Melbourne’s strategic investment is in the back office.

With five product lines; digitisation for passenger and employees, rolling out RPA and automation of back office, insights and big data analytics through an integrated data platform, and the IOT to drive efficiency and maintenance, the back office is driving the charge using agile to support the transformation.

Key Question: How do you leverage technology and the back office to allow management to make faster, more accurate decisions with real time data?

Focus: Removing siloes, big data, insights, RPA, digitisation, agile, IoT

Results to Date: Targets: $20-30mil productivity savings over next 2-4 years Biggest Hurdle Overcome: Embedding a digital culture across the

organisation and changing staff mindset

Robin Barlass Director of Strategy and Support Services Metro Trains Melbourne

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What are you in for?!No matter how many external influences hit your SSO, how many robots you create, how much technology you choose to use, the success of your SS will always hinge on the people. Never has there been such a critical time to decide what your future (and present) workforce needs to look like in order to deliver tangible productivity results. Attracting that talent is the first step, retaining it the second. So how can you position SSO as a desirable career path and drive your back office to the forefront of the organisation?

What are you in for?!Perhaps the latest, most intriguing buzzword to hit organisations is Robotic Process Automation (RPA) which is perceived to be a very sophisticated concept. However, it is usually a lot simpler than expected. With each ‘robot’ costing around 5-10k, there is huge scope to use this new form of automation to transform your back office and free up human resources to focus on more strategic tasks. Other technology that provides insights into big data and digitisation can also be a big draw card for productivity and customer centricity. This stream will delve into the magnificent possibilities technology presents.

16:30 Insuring Your Organisation by Investing in Leadership and ‘Soft’ Skills A shared service’s value to the organisation is driven by its people. For the

back office to thrive and become influential, having an inspirational leader is critical, as is attracting the best talent. Setting the vision of SS as a career, and not merely transactional work will ultimately determine the competitiveness of your back office.

16:30 Gaining Interest and Monetising RPA: Making it Scalable to Realise Benefits ANZ has a couple of hundred robots and is now formalising the next

step in RPA to build broader capability, scalable across the organisation. Reengineering and simplifying process has been a critical element in the deployment of RPA. It has been running pilot programs in all areas of the business, but work is most advanced in its finance department, HR, payments and mortgage processing.



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Key Question: How can you lead your SSC with a vengeance and launch and gain traction on your inspirational and ambitious vision?

Focus: Quality over cost, insights, talent, leadership, culture that drives influence and excellence, becoming a competitive SSC

Results to Date: 10-15% less turnover (onshore and offshore) Internal promotions Self-driven culture program

Targets: Career pathways in SSC, attracting best talent to SSC, even lower turnover offshore

Biggest Hurdle Overcome: Gaining traction and enthusiasm for your SSO vision and communicate effectively to keep people engaged

Gavin Martin Head of Performance Management Suncorp

17:00 Group Think: Developing a Career Path and Attracting Talent for the Future SSO Environment With automation taking over entry level transactional tasks, how can

organisations attract the right talent for higher value tasks when a mix of processes are being automated or outsourced? The SS market is transforming right before our eyes - fewer FTEs, more judgment based activities and a whole different profile of expensive talent. As baby-boomers continue to work longer and millennials progress their career, SSC leaders for the first time are finding themselves managing staff across multiple-generational divides.

Top 5 to Discuss and Solve: With automation and digitization, how can SS adapt to the future workforce? Attracting talent: how can we market SS to be more appealing? How can we strategically prepare and manage the future workforce to

ensure talent is most appropriately matched to tasks? Pitching SSO as a career: developing and portraying a vision for your SS How can we create a culture across multiple generations whilst still treating

people as individuals?

Cathy Doyle Experienced CHRO

/ Former Chief People Officer

McDonald’s

Ross MacKay Managing Director,

DHL Asia Pacific Shared Services

DHL Express

Allison Bell Talent Acquisition

Lead - South East Asia and Pacific

Marsh & McLennan

Key Question: How can you upscale RPA to realise the benefits?

Focus: Reengineering process, customer satisfaction, business architecture, RPA, strategy, functionality to capability

Results to Date: To be announced closer to Summit

Biggest Hurdle Overcome: Managing change, changing mindset and distilling the negative connotations associated with robotics

Dale Clifford Head of Business Architecture ANZ

17:00 Group Think: Is RPA Just Hype or Will it Dramatically Improve the SSO Landscape? The benefit of RPA goes beyond productivity; it delivers timeliness, accuracy,

and predictive capabilities. But in reality, how significantly is it going to affect and have a positive influence on SSCs and BPOs? Implementing it can be a challenge, especially when there is a slight change in existing infrastructure. In an environment where most organisations are still grappling with this and figuring out exactly what RPA can realistically and sustainably deliver on, this panel will move beyond proof of concept and into the actual obtainable deliverables.

Top 5 to Discuss and Solve: Is RPA actually worth the time and effort? If it is, how do you know if it is the right fit for your organisation? What will actually change: what do operations look like post-RPA? How do we go about implementing RPA? What does an organisation with robots realise in productivity and cost gains?

Max Miller GM, Strategy Telstra Global

Financial Services

Geoff Gruebner Head of Global

Business Services ANZ

BP

Tim Johnson Head of Insurance

Operations Delivery

Suncorp

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17:45 Speed Networking A structured interactive session designed to help you expand your network

through one-on-one focused conversations. Bring your business cards!

18:15 Shopping for Influence: Displaying Your Shared Service as a Supporter of Strategic Business Decisions The role of the shared services leader has changed significantly over the past

5 years. A role that was formerly just responsible for tactical activities like increasing efficiency, process improvement and cost reduction, is now more of a strategic visionary. They must help the organisation seize opportunities and manage risk across functions amidst continual technology changes and rapidly transformational geographic boundaries. Significant gaps exist between the newly demanded capabilities and the ability to deliver.

Key Question: Change Leadership: how can you carefully plan, design, and communicate of a clear vision of the future?

Focus: Strategic planning, vision, transformational leadership, partnering and relationship building, influence competencies, designing and managing multi-organisational initiatives, getting others to buy into the vision

Biggest Hurdle Overcome: Inspiring and motivating your team to accomplish the best results

Tanya Eales Group Head of People Services Woolworths

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18:45 Strategic Visions A succinct and persuasive pitch of the vision for their SSO. In just 3 minutes each, 8

experts will sell you their ambitious plans to set the context, foresight, and raise the benchmark for the next two days.

Nina Muhleisen Head of World Class

Delivery Model ANZ

Cindy Gallagher SVP GBS Controller Discovery

Communications

Christophe Gantzer Confectionery

Controller ANZ Nestle

Shane Lamont Head of Procurement

and Supply Chain Sydney Water

Darren Fewster Executive Director,

Global HR Shared Services and Innovation

Telstra

Steve Sharlow Senior Director/

Corporate Controller Mitsubishi Hitachi

Power Systems

Paul Duldig Head of University

Services University of

Melbourne

Renata Sguario GM, Operational

Excellence NAB

19:15 20th Birthday Party!

Private Dinner (invite only) – Sponsored by WNS


“SSOW 2016 reinvigorated my passion for the innovative and transformational shared services profession through three fun packed days of networking and learning more about others' achievements and challenges, along with their advice on getting the best outcome.”

Maree McMahon, GM Corporate Services, Open Minds

“Part inspirational, part informative - great to benchmark.”

Amie Munro, Manager People Central, nbn


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08:00 REGISTRATION

08:40 Chair’s Welcoming

08:45 Leapfrogging the Maturity Curve: Discovering the Potential of Acceleration Organisations used to think they had to do SSC a certain way with a slow maturity

curve of centralization, standardization, PEX, Automation, outsourcing, etc. Isn’t it time we broke the rules or at least re-examined the process? With so much SSC industry experience, millennial talent and new digital technology, organisations are thinking of ways to leapfrog the maturity curve and go from 0 to GBS in just 2 years.

Key Question: How can you accelerate your SSO journey and leap-frog the maturity curve?

Results to Date: $100M improvement to free cash flow in 12 months $3M cost re-alignment, while improving customer service in 6 months

Targets: Days Payable Outstanding of 60 days Days Sales Outstanding of 80 days

Biggest Hurdle Overcome: Changing the mindset of our internal customers to see the beyond the transactional value of GBS, unlocking the potential of the organization while riding the wave of a disruptive industry

International Keynote: Cindy Gallagher SVP GBS Controller Discovery Communications

09:15 Driving Rapid Business Transformation and Value Creation to Keep Up With Rapid Growth

Steve Sharlow is a Senior Director/Corporate Controller, transformational leader & former advisor for various private and public organizations including Uber, HP, Eaton, Halliburton, UNC, US military.

Steve will address various levers along the transformational journey depending on the maturity of the company.

Initial stages of exploring SSO: Focusing on standardization and organizational alignment

The more mature SSO: Maximizing customer service and efficiency

Key Question: How do you ensure maximum productivity gains at various levels of the maturity curve?

International Keynote: Steve Sharlow Senior Director/Corporate Controller Mitsubishi Hitachi Power Systems

09:45 Interactive App Session Benchmarking and Metrics: How Do You Compare? Using the SSOW app, this is a chance to see exactly where your organisation sits

in relation to leading Australian SSOs, and benchmark that internationally. In this interactive session, the entire room will get involved in sharing their metrics and discussing practical steps on how to raise the bar from where they are now, to where they need to be to gain a competitive advantage and become industry leaders, both nationally, and internationally.

An expert panel will elaborate on how their organisations have realised their goals and moved from the status quo, to become leading SSO organisations.

10:45 COFFEE AND NETWORKING BREAK

11:15 Streams Begin

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Conference Day 2: Wednesday, 14 June 2017

“Very good. I am new to shared services and I learnt a lot about different models and how to get the best out of my team.”

Sarah Vandersee, Director, Advisory Services, Queensland Shared Services


TRANSFORMATION TECHNIQUES

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What are you in for?!Enterprises worldwide are asking their procurement teams to play a larger and more strategic role in the overall corporate growth and deliver sustainable business results. To meet these new expectations, procurement functions must transform their legacy processes, practices and structures, and align them with the current needs of the enterprise. With this in mind, this stream will look to the future of procurement and the shift from the traditional relationship both internally and externally.

11:20 Sydney Water’s #1 Tactic For Pouring Strategy into the Supply Chain with End-To-End Transformation With $60bil of assets, Sydney

Water has moved from procurement to end to end supply chain transformation to build an impressive value chain across the business. Its vision is to have input further up the strategy line and become strategic advisors to the business of how supply chain can create advancements. A new ERP implementation is the backbone in enabling this.

Key Question: How do you moving from procurement to end-to-end supply chain transformation and position procurement as a strategic business advisor?

What are you in for?!HRSS is continuously evolving to meet a new set of demands, operating more like a commercial business—focused on cost control, value creation, and customer service all at once. Organizations have used HRSS for years to handle highly transactional services like HR data administration and basic employee inquiry resolution. Now, a range of interactive and knowledge-based services are emerging and HRSS are becoming more strategically focused.

This stream will assess how HR can better advise the organisation and drive ROI.

11:20 Opening the Lines of Communication: Using Your HRSS to Drive Business Intelligence

Having established a robust SS internally, Optus is using analytics to understand the drivers of and relationship between retention, productivity and performance.It is also continuing to drive changes in its service delivery model, including BPO and robotics, while keeping the analytics office onshore; all in the spirit of automating the admin to free up time to crunch the metrics.

Key Question: How can HRSS leverage data to drive business intelligence?

Focus: Data analytics, outsourcing and offshoring processes, leveraging existing SS staff for higher value tasks

11:20 No Foreign Concept: Improving the Communication Between Service Delivery Providers and the Department of Finance

Key Question: How can service providers work more collaboratively with the Department of Finance?

Focus: Collaboration, agility, change management, red tape innovation

Biggest Hurdle Overcome: Transforming the culture within the organisation

Paul Wood CFO Department of Foreign Affairs

and Trade

What are you in for?!The confluence of data availability, analytic horsepower, collaboration mediums and visualization tools are empowering the finance professional to deliver timely insights that drive faster, more confident decision-making that creates value. RPA and automation are enabling these higher value tasks.

This stream will delve into how finance functions are leveraging these tools to position themselves as strategic advisors of business

11:20 Calling on Your SSO for Insight: How Telstra is Dialing Into the Future of Finance by Becoming a Global SS and Implementing RPA Telstra established a global

finance services group in April, with a broad range of Shared Service functions including billing, credit risk management, fraud, revenue assurance, all rolled into international functions. With 2.5k people already in the Global Shared Service, the opportunities are growing beyond finance, and helping realise Telstra’s long-term vision.

Key Question: How do you take a global finance services group and become a global business services group?

Focus: RPA, offshoring, higher value tasks, consolidating BPO portfolio, commercialisation, expanding scope

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What are you in for?!With rapid economic and social change, the Australian Public Service is having to transform to meet new customer demands and adapt to budget constraints. To respond faster, the APS must become modern and agile so it can keep up with the expectations of Government and the Australian community. Adopting an outcomes-oriented approach to transformation with an emphasis on implementing new approaches, learning and moving quickly has become a key focus for the APS. This stream will delve deeper into what needs to happen for the transformation to be a success.


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Focus: ERP, value chain, end-to-end supply chain, strategic advisory, partnership, performance metrics

Biggest Hurdle Overcome: Finding the right measurements and metrics to cater for different parts of the business

Shane Lamont Head of Procurement and Supply Chain Sydney Water

Biggest Hurdle Overcome: Change fatigue, embedding new processes and ensuring we have the right technology and capabilities.

Paul Leaver Director, HR Specialist Services & Support Optus

Peri Diestelow Associate Director, HR Shared Services Optus

Biggest Hurdle Overcome: Difference between offshore and onshore cultures

Max Miller GM, Strategy Telstra Global Financial Services

11:50 TAKE 5

11:55 Think Tank: Procuring More Influence: Solid Tactics to Move Up the Value Curve and Become a Strategic Partnerr End to end supply chain

transformation is becoming the next step following procurement to improve the value chain. But how can you take that next step within your organisation?

Top 5 to Discuss and Solve: How can procurement gain

more influence and position itself as a strategic partner to the business?

Developing an organization-wide procurement strategy aligned to business goals

Managing high value or strategic tenders

Moving from traditional sourcing to end to end

11:55 Deep Delve Questionnaire: Expanding Your Network: Three

Critical Concepts Telstra’s Used to Take Its HRSS Global and Leverage BPOs

Telstra operates in more than 20 countries. The ASX listed company is establishing global SS operations that are functionally aligned and a mixture of captive and outsourced operations.

Key Question: How do you balance the move to a global support model whilst maintaining quality support across current SS operations in Australia?

Focus: Moving to a single HR global SS model, offshoring your customer support centre, global process ownership

11:55 A Healthy Patience: How Healthshare NSW Has Adopted Agile to Become Future Savvy and Flexible Healthshare NSW has

restructured to meet contestability demands and is using an agile rapid impvlementation cycle approach. It is 3 years into surveying the VP of customers, closing the feedback loop, processing the learning, and scaling up agile teams.

Key Question: How can you convert your attention and resources to future demands that have no direct relevance right now?

Focus: Agile, RPA, digitisation, customer centricity, engagement, culture index

11:55 Deep Delve Questionnaire: How Qantas Has Flown From

Siloes to Collaboration to Allow Data Flow and Business Insights

Qantas and Jetstar have adopted a collaborative approach to their outsourcing contracts, but Qantas’ main focus has been internally with its five SS functions. It has standardised reporting across the entire group to improve information and data flow across the organisation, forming a less siloed approach to their SS.

Key Question: How do you reduce siloes to improve data and information flow and drive real insights and business results?

Focus: Data Flow, Reducing Siloes, Collaboration, Balancing Flexibility with Efficiency, Changing Mindset to End to End Process Thinking

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category management Using agile, design thinking

and HCD methodologies to develop a customer centric procurement function

Emma Gluskie Group Procurement Manager

COE and IT&T Coca-Cola Amatil

Antoinette Brandi Group Manager Procurement OZ Minerals

Biggest Hurdle Overcome: maintaining business as usual and quality service to customers

Darren Fewster Executive Director, Global HR Shared Services and

Innovation Telstra

Results to date: Cost saved: $100mil in 5 yrs Significant culture index

improvement Improvement in customer

satisfaction

Biggest Hurdle Overcome:

Thomas Begeng Chief Operating Officer HealthShare NSW

Biggest Hurdle Overcome: Changing mindset to end to end process thinking

Cheryl Norbergen Head of Centre of Finance

Excellence Qantas

12:25 NETWORKING LUNCH SPONSORED BY THOMPSON REUTERS

13:25 Key Question: How do you position your procurement function as a strategic advisor to the rest of your organisation?

Gilbert Chow GM Procurement Fonterra Australia

Shane Lamont Head of Procurement & Supply Chain Sydney Water

Emma Gluskie Group Procurement Manager COE and IT&T Coca-Cola Amatil

Matthew Rae Manager, Networks Procurement

and Supply Chain Lead APA Group

Jackie Aggett Head of Procurement Laing O’Rourke

13:25 Key Question: How do you position your HR function as a strategic advisor to the rest of your organisation?

Paul Leaver Director, HR Specialist Services &

Support Optus

Darren Fewster Executive Director, Global HR Shared Services and Innovation Telstra

Caroline Meyer HR Director Thales

Cathy Doyle Experienced CHRO /Former

Chief People Officer, McDonald’s

Sarah Parkin HR SS Service Delivery Manager,

APAC Marsh & McLennan

13:25 Solutions Clinic: In a group table discussion,

delegates will discuss a particular issue. Each table will be assigned a key issue raised during the previous session to address and present back to the group, the general consensus / solution of the table.

13:25 Key Question: How do you position your finance function as a strategic advisor to the rest of the organisation?

Cheryl Norbergen Head of Centre of Finance

Excellence Qantas

Lakshman Ratnam Head of Finance Shared Services News Corp

Christophe Gantzer Confectionery Controller ANZ Nestle

Max Miller GM, Strategy Telstra Global Financial

Services


Hot Seats: 5 Experts, 25 Minutes, 5 Hot Tips...



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13:55 TAKE 5

14:00 Think Tank Developing Strategic Partnerships With Suppliers to Drive Business Growth, Collaboration and Cost Reduction How do you set up collaborative

and strategic relationships with suppliers?

Whether they’re BPOs or day to day suppliers, Australian organisations are turning to ‘Supplier Summits’ or ‘Executive Strategic Meetings’ to take relationships to the next level. Perceiving your suppliers like you would employees, attracting and retaining the right talent and allowing them to progress up the value curve is becoming a key transformation focus.

Top 5 to Discuss and Solve: Moving away from the

cooperation phase and entering the collaboration phase

Leveraging strategic relations with suppliers to drive high business growth, supply chain resiliency and value chain optimization

Aligning internal procurement objectives and KPIs with that of the strategic partner

Building robust contract management and supplier performance systems to create a sustainable relationship

14:00 Transforming your HR Organisation: Establishing an Effective Self-Service Offering as a Foundation

Rio Tinto has established a new HR organization, including a self-service function supporting approximately 50,000 employees globally. By identifying the capability requirements to support a transformed process and technology environment, access to information and communication has improved as the transformed HR organization has been brought to life.

Key Question: How do you translate an operating model into a simple HR service delivery model and identify the capability required to support this transformation?

Focus: Investing wisely, implementation, project management, capability, outsourcing and offshoring

Results to Date: Overall cost to serve: 50% plus

reduction Accelerated delivery of

value Ongoing increase in self-

service adoption

Targets: More affordable, agile, HR function with better capability to support the business and continue to drive toward World Class HR Performance

14:00 Colgate: A Fresh Approach to Implementing a High Performing SS

Colgate Palmolive is a pioneering SS which offered a significant contribution to the ‘rule book’ for GBS. Lakshman Ratnam was involved in implementing Colgate Palmolive’s global, standardised and technology enhanced delivery model, delivering value adding services to more than 200 locations. About 70% of Colgate’s finance and back office work are now completed in its four global shared services. Now Mr Ratnam is driving the vision for Newscorp’s SS.

Key Question: How do you take the Finance and Admin functions and develop it into a high performing and value adding business service?

Focus: Focusing on quality of output and value adding. Efficiency and effectiveness. Gaining buy in.

Results to Date: Work is performed at the best

location delivering improved quality, speed and controls

Finance costs are significantly reduced

Biggest Hurdle Overcome: Gaining buy-in and trust from senior executives to focus on delivering quality and extracting value rather than focussing only

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14:00 Think Tank Empowering People to Drive Decision Making Across All Levels of Your SS to Drive Strategy and Growth Effective SS leaders are pushing

and empowering their staff to take ownership for their teams or ‘business’.

Top 5 to Discuss and Solve: How can we instill a sense

of importance in SS and drive influence within the organisation?

How can we empower SS staff to drive change up to the top rather than the top just driving change down?

What is the biggest factor in successfully getting people to develop as a SS worker?

How can you create and embed a culture of excellence within your SS team?

How do you drive decision making and skillsets away from the transactional mindset and toward the strategic capability?

Phil McMahon COO Department of Premier and Cabinet

Dale Clarke Director People Services

Department of Education and Training

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Setting up an SRM from scratch: using design thinking, leadership, relationship management

Coretta Bessi Former Chief Procurement Officer NBN co

Michelle Redfern Head of Enterprise Relationship Management NAB

Jackie Aggett Head of Procurement Laing O’Rourke

Biggest Hurdle Overcome: Measuring and moving from stabilisation to a sustained effective organisation, maintaining service levels during implementation

Amy Poynton Global Lead HR Transformation

Dhugal Ford Global Rollout and PMO Lead HR Transformation

on cost and labor arbitrage. Developing a structured basis to transform, while minimizing business disruption and maximising new process uptake.

Lakshman Ratnam Head of Finance Shared Services News Corp Former Business Transformation Specialist Colgate Palmolive

14:45 TAKE 5

14:50 Milking the Savings: How Fonterra has Instilled an Organisation Wide Culture of Spend Reduction

Fonterra has shifted the focus to spend reduction rather than just price cutting by working more effectively with vendors. The initiative has spread from procurement across the organisation. It has reviewed its contract management system, in which 100k was spent in the past, now that figure is just.

Key Question: How do you shift the focus from price to spend reduction and create this culture across the organisation and identify the areas for most reduction?

14:50 Think Tank Gazing Into the Crystal Ball For Strategic Workforce Planning to Remain Competitive as a SS Workforce planning is no

mean feat. To decide what the workforce needs to look like in 5 years, you need to know what business needs will look like, and to know that, you need to know what customer needs will be. Implementing strategies to provide data and knowledge of existing skillsets, giving staff the ability to identify their skillsets and tying in recruitment are all key.

Top 3 to Discuss and Solve: Strategy: how are we going

to get to where we want in 5 years?

14:50 Gazing Into the Crystal Ball For Strategic Workforce Planning to Remain Competitive as a SS Christophe set up Nespresso’s

ANZ SS function last year, and is now working at Nestle. Looking much deeper and broader than transactional efficiency in finance, value add and quality were the key drivers.

Key Question: Beyond cost, how

much more value add these can offer? Is there a better way to do the same things more efficiently?

Focus: Dashboards (transparency, KPIs), quality standards, value-add, business continuity, best practice sharing, continuous improvement, leveraging offshore resources

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14:50 Becoming Agile and Leveraging Your SS to Scale Growth and Innovation Across the Organisation

Session details coming soon!

Phil McMahon COO Department of Premier and Cabinet


Graham Tanton Executive Director, Shared Services ACT Government


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Focus: Spend reduction, value creation, hiring talent based on qualities, people leadership

Results to Date: Spend reduction: 10-50%

across categories Contribution of top and

bottom line delivery beyond pure cost savings

Biggest Hurdle Overcome: Working collaboratively with

other functions to reduce spend across the entire organisation

Embedding specific talents/personality traits into the procurement function

Gilbert Chow GM Procurement Fonterra Australia

People: how do we link strategy back and map out the people and skills we need?

Process: how do we become more efficient, fast-paced and immediate in placing the right people in the right roles?

Caroline Meyer HR Director Thales

Steve Hugginson Head of Operations Coles Online

Al McLean Director, Strategic HR &

Corporate Shared Services ACT Government

Results to Date: Cost Saving: $100,000 in 1 year FTE Reduction: 7

Targets: Seamless service levels and ongoing business continuity before, during and after the transition to SS

Biggest hurdle Overcome: Time zone and cultural differences management working with overseas SS

Christophe Gantzer Confectionery Controller ANZ Nestle (Former Finance

Manager ANZ, Nespresso)



“Excellent content and knowledgeable presenters.”

Richard Stockton, Head of Technology Services, Kinetic Super

13:20 Sponsor Session - Trintech Increasing Efficiency and Effectiveness through

Reconciliation and Close Management Automation

Sponsor Session: Sponsor TBC




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18:40 Group Think Delving into Global Process Ownership: How Do We Assign and Best Leverage

a Process Owner? As the SSC movement matures, the need for agile initiatives within a structured

programme of continuous improvement is an important agenda that requires both new thinking and new roles such as the global process owner. The More-for-less agenda needs a GPO to mobilise a cross functional community of experts, and a structured agenda of process improvement that views all activities as interlocking elements in an end-to-end process that results in real value to the business.

For GPO’s, the challenge is to influence improvement while experiencing the pressure to direct it. The issue for the GPO is that governance and resources lie within the functional hierarchies while the opportunity to improve lies across the end-to-end process. The GPO must get a whole process community to worry about what happens beyond their functional boundary and think about what good looks like in the context of the end process outcome and business goals.

Top 5 to Discuss and Solve: How can you engage subject matter experts from across the silos? What’s the best way to build a community around end to end process? How can we measure achievement of end process outcomes and business value

created rather than functional objectives? How can we empower GPO’s to succeed and improve collaboration and support

to pursue bigger objectives? How does the GPO role fits within the overall business imperatives and the

governance structure?

Lara Higson General Manager Group Services MMG

Gavin Ifield Head of Business Services Holcim

Cindy Gallagher SVP GBS Controller Discovery Communications (International)

19:20 PRE-AWARDS COCKTAIL RECEPTION NETWORKING DRINKS

19:50 SSON Excellence Awards Gala Dinner

15:50 AFTERNOON TEA

16:20 Interactive Discussion groups (Groups to be confirmed)

OUTSOURCING

RPA

BENCHMARKING

RECORD TO REPORT

OFFSHORING

FINANCE PROCESS

AUTOMATION

PLANNING AND

LAUNCHING

PROCURE TO PAY

This is your chance to make your conference experience truly

interactive and collaborative. Each IDG is set in a roundtable format

and will be facilitated by an expert practitioner and co-hosted by a

thought leader in the space. In three rotations, each IDG will last for 30

minutes.

IDG Topics:



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08:00 REGISTRATION

08:25 Chairperson’s Opening Remarks

08:30 Interactive App Session 2017 Award Winners: How Did They Get From A to B? Facilitated by the 2017 People’s Choice Business Transformation Leader, last night’s

award winners will join us – but in a slightly different stance. It will be up to you, the audience, to ask any questions you have about their success. It will enable a more interactive and collaborative discussion to drill down into the nuts and bolts of driving successful change within an organisation and open the conversation to whatever arises as key points of discussion.

09:15 Learning to Use Agile to Cut Cost and Headcount and Provide Better Quality

Service Melbourne University has implemented a completely new operating model, with a

new service platform provider, University Services (1650 FTE), a critical part of that reform. It has created a Lean/Agile innovation approach focusing on nine key areas

of benefit to its customers showing service improvements across a range of key metrics, along with a service orientation with a values-based culture across all staff.

Key Question: How can we effectively deliver support services to our customers - teachers, researchers and students of the university?

Focus: Agile, Lean, providing quality service, developing a service based culture

Results to Date: Cost saved : $90m p/a FTE reduction: 500 Business continuity during rapid implementation: Delivering SS in 6 months

Biggest Hurdles Overcome: Maintaining business continuity during a rapid implementation, managing change, embedding agile and ensuring stakeholder engagement

Paul Duldig Head of University Services University of Melbourne

09:45 Group Think Charting the Future and Potential Gains of Outsourcing: Is it the Best Fit For Your

Organisation? The changing innovation landscape is a fundamental challenge to the business model

of BPOs and their clients. When RPA is thrown into mix, the conversation about what you do internally and externally becomes a lot different. This panel will assess the future of outsourcing, the changing role of the BPO, and the impact of RPA.

Top 5 to Discuss and Solve: Where is the future and potential of outsourcing headed? How is RPA/technology changing the VP of BPOs Weighing up the benefit of outsourcing vs. automating in house What does the future relationship with a BPO look like? How can we work through cultural differences to establish a successful

partnership?

10:30 Succession Speeches Realise the Potential and Productivity Gains Of…. How does technology contribute to major gains in efficiency? How about process

design and becoming agile? Or how can you realise huge benefits in productivity when you become a more customer centric organisation? To set the scene and realise the potential of today’s themes, 3 representatives over 10 minutes each will give insight into how their organisation has leveraged these effective tools to improve their efficiency.

Technology:

Andrew Lowe Manager, Group Tax

& Shared Services Aurizon

Process:

Nina Muhleisen Head of World Class

Delivery Model ANZ

Customer Centricity:

Stephanie Naidoo Executive Manager

Group Productivity Commonwealth

Bank

11:00 MORNING TEA

11:30 Streamed Sessions Begin

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What are you in for?!Processes are always transforming, being assessed, chopped and changed to create efficiency. But with rapidly changing customer demands, mass data, and technology and system upgrades, becoming flexible, agile and innovative is paramount. This stream will take traditional process excellence a step further, sparking creativity in process.

11:30 Using Design Thinking, HCD, Agile to Transform the Most Critical Back Office Processes

NAB has undergone a major organisational reset centred around productivity and agility to enable a customer centric environment. The back office is the driver of the transformation, becoming agile and using design thinking and human centred design to realise these objectives.

Key Question: How do you change staff mindset to embed new process methodologies and realise ROI?

Focus: HCD, design thinking, agile methodologies, productivity, agility

What are you in for?!In today’s digital economy, your organisation’s success lies in the hands of your customers. To succeed these days, your business needs to operate at lightning speed, with systems and internal processes that make sure customers get instant answers, immediate resolutions and have peaceful experiences along the way. Is your back office currently enabling this?

11:30 Banking on the Back Office and RPA to More Than Halve Cost to Serve and Turnaround Times and Improve External Customer Satisfaction The back office’s role in providing

instant and accurate information, insight and service, is crucial to driving customer satisfaction. Suncorp has focused on this and following offshore partnering RPA is a key role in assisting the back office in delivering better service.

Key Question: How does RPA take you to the next step?

Focus: Customer Centricity, Unifying Front and Back Office, RPA

Results to Date: First implementations indicate: 60% cost to serve reduction

can be achieved Turnaround times halved

11:30 Reading the Fine Print: Choosing a Partner Rather Than a Price To Drive Collaboration, Strategy and Growth Fairfax has outsourced 140

finance roles to India. Learning from its average experience with outsourcing payroll, it shortlisted the top 3 then chose the one which best understood the complexity of its environment, which was disclosed upfront, forming a collaborative and flexible partnership.

Key Question: How can you select the best BPO for your needs and develop a ‘relationship’ rather than a ‘contract’?

Focus: BPO selection and relationship, logistics of offshoring, lean

Target: Improve productivity by 40-45% over the next 5 years

What are you in for?!Technology is changing the operation and potential of the back office. Given it’s a continual transformation, how do you ensure you SSO keeps up with the latest offerings and continues to leverage the commercial advantage technology offers? Whether its developing a new platform, automating transactional tasks, or stepping it up a notch with RPA, getting it right is critical to avoid the potential disaster to your internal operations.

11:30 How Bank of Queensland Saved $10.5mil By Financing its Own Custom Design Platform For Less With less $500k, the Bank of

Queensland has developed a commercial lending platform for its Business Bank. It used agile to develop its own technology platform and gained momentum by giving staff product ownership.

Key Question: How can you use agile to become innovative in product and solution development?

Focus: Technology, Agile, Staff Engagement

Results to Date: Cost saved : $10.5mil

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What are you in for?!The traditional role of the BPO is changing.With more in-house automation, to ensure they don't become redundant, BPOs are having to shift up the value curve to become strategic business partners, as well as provide a service not all organisations have the expertise and willingness to implement themselves, such as RPA. So how do both parties navigate this new relationship?

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Biggest Hurdle Overcome: Enabling and ensuring all 35,000 employees adopt this approach

Ben Parnis Head of Business Services Procurement at NAB

12:00 How QUU Has Changed its Infrastructure: Devolving Responsibilities and Changing the VP from Governance and Service Excellence

In the initial stages of a SS establishment, activities that aren’t functioning optimally may be given to the SS to add value. They will then be handed back to the business typically following process excellence, value optimisation and robust governance. This is what QUU has successfully achieved.

Key Question: How do you go about adding value, identifying when to let go, then devolving responsibilities without ending back at square one?

Focus: Shifting from governance to service excellence, delivering insights, devolving centralised activities, accountability and ownership, assessing relevance

of activities

Targets: Cost to serve reduction: 60%

across 30%-40% of processes Move to near real time

turnaround times for customer critical processes

Biggest Hurdle Overcome: Staff adapting to new roles following offshoring and RPA

Tim Johnson Head of Insurance Operations Delivery Suncorp

12:00 How NAB has Unified Front and Back Office and Cashed in the Cheque For Customer Centricity

NAB has eliminated siloes, especially between the front and back office, looking holistically to improve end to end process and think of the value chain organisation wide. It is using HCD and reimagining what the customer wants to reengineer process before implementing RPA.

Key Question: What role does the back office play in delivering customer centric service and how do you go about unifying them with customer facing divisions?

Focus: Standardisation, RPA, Reducing Siloes, End-to-End Process, HCD, Customer Centricity

Biggest Hurdle Overcome: Embedding new methodologies and changing staff mindset to

Biggest Hurdle Overcome: Selecting the best fit partner for your targets and establishing a solid relationship with them

Rob Doyle Group GM Finance Fairfax

12:00 Stockland’s #1 Strategy For Developing and Operating a Successful Outsourcing Initiative to More Than Halve Salary Expenses Stockland has outsourced its

transactional and back office finance and IT activities, following a tactical 2yr transformation of its process effectiveness and automation. Starting with a pilot, it revealed what was possible and up-scaled the transition in June ‘15. It is now leveraging data insights, process improvement and automation from the team of 100 in India.

Key Question: How do you tactically ready your organisation for outsourcing to realise the best ROI?

Focus: Outsourcing, leveraging vendor for higher value tasks, FTE and cost reduction, automation, process improvement

Biggest Hurdle Overcome: Minimising the change impact by using a user group and advocates for what will be delivered

Danielle Ryan Head of Operations and Process

Excellence Bank of Queensland

12:00 The Vital Infrastructure: Using Data Insights to Drive Safety, Efficiency and Cost Savings Aurizon has rolled out a vehicle telematics and fleet management system to capture a wealth of invaluable insights and data to promote safe driving and eliminate inefficiencies within its operations. The new system has been live since June ’16 and has already delivered exceptional delivery improvements.

Key Question: How can you leverage technology to derive insights and improve safety and e fficiency in your operations?

Focus: Data, insights, identify inefficiencies, technology platform roll out and integration

Targets: Significantly reduce safety

incidents 20% targeted reduction in

fleet costs

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Results to Date:

Targets:

Biggest Hurdle Overcome: Embedding the improvement activities in the rest of the business

John Gearing GM Finance Shared Services Queensland Urban Utilities

ensure they adopt new ways of thinking

Renata Sguario GM, Operational Excellence NAB

Results to Date: FTE reduction: 75 (5% of total

workforce) Relative Salary Savings by

employing Indian staff: 50- 75%

Targets: To achieve consistency in service delivery and a renewed focus on process improvement and efficiency

Biggest Hurdle Overcome: Achieving broad stakeholder engagement and buy in across the busines

David Mahony GM Financial Control Stockland

Biggest Hurdles Overcome: Delivering a programme of technology, reporting and change across a national footprint

Andrew Lowe Manager, Group Tax & Shared

Services Aurizon

PROCESS INNOVATION CUSTOMER CENTRICITY OUTSOURCING

12:30 How Sandvik Engineered a Solid Relationship with its BPO to Deliver Substantial ROI Sandvik outsourced its

transactional finance function in 2013. Covering 85% of AP and AR and 56% of general accounting there have been many benefits and also some challenges.

Key Question: How can you leverage your outsourcing relationship to achieve the highest possible gains?

Focus: The impact of outsourcing on service levels and retained finance staff, identifying whether the planned benefits were achieved and where to next

Results to Date: Significant cost savings combined with improved internal controls and process

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TECHNOLOGY & DATA

12:30 Lightning Bolt 1: Centring on Innovation: Building

on Solid Existing Platforms to Enhance Your SS

Key Question: How do you leverage existing processes to become a more innovative HRSS while keeping up with customer demand?

Nicole Harvey Director HR Shared Services

Austin Health

Lightning Bolt 2: Becoming Agile to Deliver

Faster, Tailored Results

12:30 Lightning Bolt 1: The Role of Back Office in

Improving External Customer Service

Key Question: How do you enable the back office to become a strategic advisor to customer facing divisions?

Lorna Raine CFO George Weston Foods

Lightning Bolt 2: Leveraging Technology to

Deliver a Faster, Better, More Customer Centric Service

12:30 Lightning Bolt 1: Gaining Buy In and Staff

Engagement When Implementing RPA

Key Question: How can we distil the negative stigma surrounding robotics and get employees to take ownership and see it as an enabler?

Maleeq Subian GM, Process MAS Legato (International)

Lightning Bolt 2: eProcurement: Making Your

Sourcing Process Agile and Responsive

Lightning Talks!

In fast succession, 3-4 speakers will present for 5 minutes about their transformation strategy, before the room splits into 4 roundtables, each speaker continuing their presentation at each.



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Key Question: How can you gain traction in agile to deliver a lean, faster service?

Gavin Martin Head of Performance

Management Suncorp

Lightning Bolt 3: Cleaning Up Waste: Becoming

as Lean as Possible Before Introducing RPA

Key Question: How can you cut waste to an absolute minimum using agile, lean and HCD?

Kellie King Head of Lean - Transformation

Bupa

Lightning Bolt 4: Failure Demand: How MAS

Legato has Looked Beneath The Surface For Discrepancies and Prevented Mistakes

Key Question: How do you go about identifying and correcting discrepancies and ensure this is an ongoing practice within the organisation?

Shiromi Rajendra CEO MAS Legato

Key Question: How can you leverage digital technologies to deliver a customer centric service?

Theresa Kim Group Manager Shared Services NZ Post

Lightning Bolt 3: Understanding Apply Design

Thinking Methodologies to Become More Customer Centric

Key Question: How do you go about implementing design thinking within the back office to become more customer centric for the front office and more holistically, the external customer?

Dr Christine Murphy Design Thinking Expert RMIT

standardisation Biggest Hurdle Overcome:

Creating one team from a local SSC and an outsourcing partner

Jonathan Nichol CFO ANZ / GFSS Regional Manager APAC Sandvik

Think Tank and Q&A: Breaking Down Cultural Barriers to Enter a Strategic Partnership With Your BPO and Boost ROI

Culture is a major influencing factor that comes into the decision when contracting a BPO. Having heard the logistics of how Fairfax, Sandvik, and Stockland have outsourced major functions within their organisations, for the next half hour the focus will shift to managing maybe the most critical factor of all; overcoming cultural differences to build a successful relationship with their BPO.

Mike Hill Procurement BPO Operations Manager Qantas

Sandra Neri Head of Supplier Relationship Management

Australia Post

Key Question: How can you leverage technology to develop a strategic and efficient procurement function?

Haris Komarla Head of Procurement – Asia

Pacific DB Schenker

Lightning Bolt 3: Violeta Perez Associate Director, Statewide

Management Reporting Service HealthShare NSW


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13:30 NETWORKING LUNCH

14:30 Session Abstract Coming Soon!

Geoff Gruebner Head of Global Business Services ANZ BP

15:20 2017/18 Industry Outlook Paul Bloxham is Chief Economist for HSBC in Australia and New Zealand. In this

role, he is chief spokesperson for HSBC on forecasts and trends for the Australian and New Zealand economies and their interaction with global financial markets and international economies. He is also a key member of the HSBC Global Research team, working with 500 analysts across 87 markets to help formulate HSBC’s unique global view of the world’s economy. Prior to joining HSBC in 2010, Paul spent 12 years as an economist at the Reserve Bank of Australia where he held a range of different roles in the economics department, including heading up the overseas economies and financial conditions sections.

Paul Bloxham Chief Economist HSBC

16:00 Prize Draw!!!

16:20 Closing Remarks From the Chair

16:30 AFTERNOON TEA & CLOSE OF CONFERENCE


Ever wished you were a fly on the wall to experience the inner workings of a highly functional SSO? Or just to have a nosy at what another organisation’s workplace looks like? Well now’s your chance! Whether its workplace flexibility, gaining an insight into integrating multiple business units, effective leadership in action, or an interest in end-to-end process transformation, these site tours are your chance to see it in action!

SITE TOURS: Friday, 16 June 2017

SITE TOUR 1

SITE TOUR 2

QantasTheme: ‘Eliminating Siloes’ - 9-11am

Qantas and Jetstar have adopted a collaborative approach to their outsourcing contracts, but Qantas’ main focus has been internally with its five SS functions. It has standardised reporting across the entire group to improve information and data flow across the organisation, forming a less siloed approach. But how has the workspace enabled this concept to become reality?

HealthShare NSWTheme: ‘Agile Operation’ -11.30am-1.30pm

HealthShare NSW has restructured to meet contestability demands and is using an agile rapid implementation cycle approach. It is 3 years into surveying the VP of customers, closing the feedback loop, processing the learning, and scaling up agile teams. With 7000 staff, the multi function SS has streamlined services to become more customer centric and engaging, while setting up an internal operations environment to convert resources to future demands has become centre focus.


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11:30 The Evolving Role of the CFO in the Age of Disruption Markets are shifting much more quickly, and the CFO is increasingly playing a key role in

helping their business respond to these threats. The speed of market change is forcing CFO’s to play more of an active role in the strategic direction of the business. The potential of the mass data being generated is immense, but data quality and asking the right questions are integral to realising it.

The continual evolution of the role of the CFO Contributing to the agility and responsiveness of the organisations through their focus on

technology, data and innovation Improving process to keep up with the speed of technology driven change

12:20 The Future of Cognitive Technology and Automation While cognitive computing is still in its infancy, it now offers CFO’s a genuine strategy lever for

improving the effectiveness of the finance function, and generating competitive advantage for their organisation. Robotic Process Automation (RPA) is the area of cognitive computing that represents the most immediate opportunity for CFO’s looking to leverage this emerging field of technology.

Unlocking the potential: giving power to make decisions on what to automate to the shop floor, rather than a top down approach

Developing a business case and running a pilot Realising the potential of new game changing technology such as RPA and Cognitive

Computing

13:00 Volatile Environments Digital disruption is affecting businesses across all industries, as the boundaries of

competition are becoming more ambiguous and new market entrants can often pose more of a threat than traditional competitors. In this context, the most effective CFOs are more likely to be involved in assessing market conditions, analysing competitor's strengths, weaknesses, opportunities and threats, and bring these insights into boardroom discussions.

Assisting your businesses to respond to rapidly changing market environments Being able to provide strategic advice and reduce operating costs Providing test cases of what is possible: what opportunities should be embraced, and

which should be thrown to the wayside

13:40 Budgets: How Much Should We Be Investing In Data? The need to make sense of mass data is only set to increase, with projections of 1.7mb of

data of new information will be created every minute for every human being on the planet by 2020.

Boosting investment in data: ‘Are we actually investing enough in consolidating data when we draft our budgets?’

Data consolidation and quality: the impact of standardization of processes and controls It’s not the quality of the data, but asking the right question: ridding the organisation of

instead of inbuilt biases into data assessment Realising the potential of data at disposal

CFO Boardroom: Thursday, 15 June 2017

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SSOW IS WHERE YOU NETWORK WITH YOUR PEERS

What is the current operating model of our attending organisations?*

69%

5% 3%

22%

6% 7%

Centralised / onshore

shared services

Outsourced Offshored Hybrid Global Business Services

None of the above

What function of the organisation’s business services are our attendee's part of / responsible for?

30.9% ■ Finance

26.4% ■ HR

15.5% ■ All of the above

11.8% ■ Procurement

7.3% ■ Customer Experience

4.5% ■ IT

3.6% ■ Analytics

Your opportunity to build new relationships and win more business in Australia

The SSO Week has been tailored for the following key functions:

Finance Procurement

Human Resources

Information Technology

Accounting

Customer Service

Multi-functional


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Our Sponsors

What is the maturity of our attendees' shared service?

36.3% 27.4%

23.0% 13.3%

0-3 years 3-7 years

7+ years Not in a shared service

What are the top challenges you / your team encounter within your shared service?

Benchmarking 21.4%Payroll success 15.1%

Payments 13.5%Workforce Management 12.7%

Process Excellence 11.9%Change management 7.1%

Robotic process automation (RPA) 6.3%Data Analytics 5.6%

Workflow and Documents Management 4.0%

Finance Management 2.4%*more than one answer for each question

What is the next step in their business transformation journey?*

66.7%60.0%

45.9%37.8%22.2%

14.1%

Establishing shared services

Process standardization and efficiency

Incorporating more functions into the shared services model

New technology - selection and implementation

Delivering more value to the

business (more strategic focus

– data analytics, reporting etc)

Outsourcing to a third-party

solution provider 14.1% Other

(please specify)

Conference Partners

MINDFIELDSGROW FOR TOMORROW

Event Partners Record-to-Report Partner

Exhibitors

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SOLD RESERVED

VIP MEETING AREA

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14 - 16 June 2017 Hilton Hotel, Sydney

How can Shared Services & Outsourcing Week help you with your business development needs?With tailored networking, sponsors can achieve face-to-face contact to build meaningful connections that deliver a return on your investment. Exhibition and sponsorship options are extensive, and packages can be specially made to suit your company’s distinct commercial requirements.

SSOW 2016 reinvigorated my passion for the innovative and transformational shared services profession through three fun packed days of networking and learning more about others’ achievements and challenges, along with their advice on getting the best outcome.

Open MindsGeneral Manager, Business Services

It was my first event and was flabbergasted at the energy and enthusiasm on the topicsDivisional Manager Corporate Services,DENSO Automotive Systems Australia


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ABOUT OUR SPONSORS

Mindfields is a vendor agnostic sourcing and management advisory firm that provides strategic sourcing advisory services to CXO level executives across industries. It enables

them manage costs to get more value from their operations and vendors. Our clients include 7 of top 15 ASX listed organisations in Banking, Insurance, Media and Wealth Management verticals. We are an Australian organisation with offices in Australia, India and US.

MINDFIELDSGROW FOR TOMORROW

Malaysia Digital Economy Corporation (MDEC), previously known as Multimedia Development Corporation (MDeC), was incorporated in 1996

to strategically advise the Malaysian government on legislation, policies and standards for ICT and multimedia operations as well as to oversee the development of the Malaysian Multimedia Super Corridor (now MSC Malaysia), the platform to nurture the growth of Malaysian Small and Medium Enterprises (SMEs) in the IT industry whilst attracting participation from global ICT companies to invest in and develop cutting edge digital and creative solutions in Malaysia.

EVENT PARTNERS

Founded in 2001, BlackLine Systems was the first to develop and offer a commercially available Balance Sheet

Account Reconciliation solution. An experienced provider of software to companies from the Fortune 100 to beyond the Fortune 1,000, BlackLine provides quick-to-implement, scalable and easy-to-use applications that automate the entire financial close process to help improve financial controls for companies of all sizes. BlackLine software applications complement existing Enterprise Performance Management (EPM), Governance Risk and Compliance (GRC) and Enterprise Resource Planning (ERP) systems. BlackLine offers clients its enterprise-class software in a simple and secure OnDemand/SaaS platform. With a proven track record and a commitment to customer success, BlackLine seeks to reduce the burden the financial close places on accounting and finance professionals. For more information, please visit www.blackline.com.

RECORD-TO-REPORT PARTNER

Trintech is the leading provider of financial software solutions for the Record-to-Report process. Over 900 clients in 100 countries

– including half of the Fortune 50 and the FTSE® 100 – rely on our solutions to optimize resources, reduce costs, manage risk and monitor activities across the entire finance organization worldwide. Trintech’s Cloud-based Cadency® software manages all aspects of the financial close – from automating and managing balance sheet reconciliation, journal entries, to governance, risk and compliance, and financial reporting. ReconNET™ streamlines daily operational reconciliations such as bank and credit card transactions. Trintech’s offices and partners are located around the globe.

CONFERENCE PARTNERS

WNS is a leading global Business Process Management company offering business value to 200+ global clients across key

industry verticals. WNS delivers a broad spectrum of BPM services such as finance & accounting, procurement & sourcing, customer care, technology solutions, research & analytics and human resource outsourcing. WNS operates through 40 delivery centers spread across 10 countries.

Since 2002, Satori Group has been delivering solutions to provide visibility into real time data, identifying errors and potential fraud,

and enabling continuous monitoring of processes and transactions. Our solutions provides assurance and peace of mind that the controls framework is working effectively, while presented in an easy to understand manner through visually stimulating dashboards. Some of our clients include Coca-Cola Amatil, Energex, JB Hi-FI, Newcrest Mining, Novartis Pharmaceuticals, George Weston Foods, Queensland Health and Coates Hire.

Satori Group is the primary distributor of SatoriCCM, ACL, Pentana, Caseware Monitor and Dundas Dashboards solutions in Australia, New Zealand and the South Pacific Islands, with offices located in Sydney, Melbourne, Wellington and India.

EXHIBITORS

Concur, an SAP company, imagines the way the world should work, offering cloud-based services that make it simple to manage

travel and expenses. By connecting data, applications and people, Concur delivers an effortless experience and total transparency into spending wherever and whenever it happens. Concur services adapt to individual employee preferences and scale to meet the needs of companies from small to large, so they can focus on what matters most for their businesses.

CiGen, one of the first dedicated Robotic Process Automation companies based in Australia, provides Intelligent Automation solutions and

services, ushering in the Digital Workforce of the future.

Robotic Process Automation (RPA) delivers highly accurate, scalable and rapid execution of business tasks and processes – the time consuming and often repetitive activities that soak up untold resources. In short, if a person can carry out a rules-based process, so too can a digital robot with the correct configuration.

Top Image Systems (TIS) is a global innovator of intelligent document processing solutions that help organizations increase efficiency and realize business agility.

TIS solutions help businesses compete in the digital economy, where the customer journey begins, progresses and ends in an entirely digital environment. In finance, this means transforming paper-based, manual processes to end-to-end automated processes that work the way you do.

Promapp Solutions works with over 300 organisations worldwide to foster a business improvement and process management

culture. Its proprietary software is a web-based application that makes it easy for organisations to create, access, improve and share business processes. It consists of an intuitive online process mapping tool for creating and managing business processes, a cloud-based process repository, and a comprehensive process improvement toolset. Promapp’s clients include Toyota Financial Services, Coca-Cola Amatil, McDonald's and government organizations.

RGP is a global professional services company with a Big 4 heritage, listed on the NASDAQ, with a unique business model where experience, collaborative work and

cost-efficiency is at the core. Our 3300 consultants spread over 66 countries (including more than 300 in Australia) have an average of 10-20 years’ of experience and support our clients on their transformation projects, whether as individuals or as a team but can also work on interim positions (Manager and above).

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Who is SSON… And how can we help you?

The Shared Services & Outsourcing Network (SSON) is the largest and most established community of shared services and outsourcing professionals in the world, with over 120,000 members.

Established in 1999, SSON recognised the revolution in business support services as it was happening, and realized that a forum was needed through which practitioners could connect with each other on a regional and global basis.

SSON operates under three distinct brands, each offering shared services professionals the information, tools and connections they need to do their jobs.

SSON Analytics is SSON’s global data analytics centre, offering visual data insights that are simple, accurate, and digestible to the global shared services and outsourcing community, through a variety of tools and reports:

Visual Analytics Workbooks focus on specific countries or regions to give you a 50,000ft view of the shared services landscape

The City Cube compares shared services locations around the world across a variety of metrics

The Shared Services Atlas locates shared services hotspots around the world from a global database of 7000+ centres

SSON is a one-stop shop for shared services professionals, offering unrivalled learning and networking opportunities both face-to-face and online through:

40+ industry leading events across the world SSON Excellence Awards Program Cutting edge editorial and industry news Exclusive interviews with industry leaders Surveys, reports and white papers Online events and webinars Vendor directory Jobs board

Shared Intelligence is a private online community for shared services practitioners to facilitate networking and peer-to-peer resource sharing and learning.

Members benefit from a range of resources including practitioner-led web casts, event presentations from all SSON events around the world, member-to-member messaging, and more.

Membership of Shared Intelligence is completely free for all practitioner attendees of SSON events. Simply attend an SSON event as a shared services practitioner and you will automatically qualify for a 1 year license for Shared Intelligence.

www.ssonetwork.com www.sson-analytics.com www.sharedintelligence.com


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NOTE: PAYMENT IS DUE WITHIN 7 DAYS FROM REGISTRATION TO SECURE YOUR PLACE. Registrations received without payment or a Government PO will incur a processing fee of $99+GST = $108.90 per registration. Payment prior to the conference is mandatory for attendance. Payment includes lunches, refreshments, a copy of conference presentations via FTP website or workbook and all meeting materials. If payment has not been received two weeks before the conference, a credit card hold will be taken and processed. This card will be refunded once alternate payment has been received.

PRIVACY - YOUR CHOICEAny information provided by you in registering for this conference is being collected by IQPC and will be held in the strictest confidence. It will be added to our database and will be used primarily to provide you with further information about IQPC events and services. By supplying your email address and mobile telephone number you are agreeing to IQPC contacting you by these means to provide you further information about IQPC products and services. From time to time IQPC may share information from our database with other professional organisations (including our event sponsors) to promote similar products and services. Please tick the box below if you do NOT want us to pass on your details.To amend your current details, advise of duplicates or to opt out of further mailings, please contact our Database Integrity Maintenance Department,Level 6, 25 Bligh Street, SYDNEY NSW 2000. Alternatively, email [email protected], call 02 9229 1028 or fax 02 9223 2622.

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5th May 2017STANDARD PRICE

Site Tour Package: Conference + 2 Site Tours

(SAVE AUD $1,500)$4,897 + GST =

$5,386.70

(SAVE AUD $1,000)$5,397 + GST =

$5,936.70

(SAVE AUD $600)$5,797 + GST =

$6,376.70

$6,397+ GST = $7,036.70

Workshop Package: Conference + 3 Workshops

(SAVE AUD $1,500)$4,796 + GST =

$5,275.60

(SAVE AUD $1,000)$5,296 + GST =

$5,825.60

(SAVE AUD $600)$5,696 + GST =

$6,265.60

$6,296+ GST = $6,925.60

Conference Only(SAVE AUD $1,500)

$2,999 + GST = $3,298.90

(SAVE AUD $1,000)$3,499 + GST =

$3,848.90

(SAVE AUD $600)$3,899 + GST =

$4,288.90

$4,499+ GST = $4,948.90

Build your own (add site tours and workshops to conference only package) STANDARD PRICE

Site Tour 1 $999

Site Tour 2 $899

1st Workshop $699

2nd Workshop $599

3rd Workshop $499

SAVE UP TO $1500 SAVE UP TO $1000 SAVE UP TO $600

11574.011

(PHOTOCOPY THIS FORM FOR ADDITIONAL DELEGATES)

The Hilton Sydney

488 George St, Sydney NSW 2000, Australia

P: +61 2 9266 2000W: www.hiltonsydney.com.au

• Convert team learning into practical business strategy• An exclusive private meeting & networking space• VIP registration, conference seating and networking support.

To qualify:Register a team of 7 or more delegates to the conference at the standard conference rate**

You receive:• Exclusive full-day use of a private room within the conference venue• Networking support & facilitated introductions from the IQPC team throughout the event• Morning and afternoon refreshments catered• VIP registration & conference room seating

Availability – 2 only per event* (Not available for service providers) **(No discounts can be applied)

Post Conference Workshops: 13 June 2017 Conference:13-15 June 2017 Site Tours:16 June 2017

Post Conference Workshops: 13 June 2017 Conference: 13-15 June 2017

Site Tours: 16 June 2017

FAX +61 2 9223 2622

WEBSITE www.sharedservicesweek.com.au

MAIL IQPC, Level 6, 25 Bligh Street, SYDNEY NSW 2000

TELEPHONE +61 2 9229 1000

EMAIL [email protected]

The Hilton Sydney is the official venue for SSOW 2017, and we have negotiated special rates for attendees of this event.

To take advantage of these rates, contact the hotel and quote: IQPC or go to www.sharedservicesweek.com.au and click on the Venue and Accommodation page for a direct link to rates.

IQPC recognises the value of learning in teams. Take advantage of one of these special rates:

�Register a team of 2 to the conference at the same time from the same company and receive a 5% discount

�Register a team of 3 to the conference at the same time from the same company and receive a 10% discount

�Register a team of 4 or more to the conference at the same time from the same company and receive a 15% discount

� Register a team of 6 or more to the conference at the same time from the same company and receive a 20% discount

� Register a team of 10 or more to the conference at the same time from the same company and receive a 25% discount

� Ask about multi-event discounts. Call +61 2 9229 1000 for more details

Please note: Only one discount appliesQ

CLICK HERE SUBMIT THIS FORM

/IBF