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• The 12th Annual Shared Services Summit »
• Day Three: Conference - Tuesday, September 23, 2008

Day Three: Conference - Tuesday, September 23, 2008

8:00 Chairperson’s Opening Remarks – What Is Shared Services?

Jim Arnold
President
Apex Analytics

8:15 KEYNOTE: What An Economic Recession Means For Shared Services Organizations

• How you can actually ADD value during a downturn economy
• How to avoid losing staff
• Why recruiting during this time is critical
• Selling your value add successfully to the “C” suite

Sam Poston
Senior Vice President
ScottMadden

Brian Breen
SVP & Treasurer
Simmons Bedding Company

9:05 KEYNOTE: Findings From 2007-2008 Duke Offshoring Research (ORN) Project

• The global race for talent
• Aggressive plans for improving efficiency across all business processes and functions
• New organization structures and processes for managing globally dispersed processes and organizational units
• International comparisons
• Globalization of innovation
• Growing preference for captive wholly owned service delivery models
• Implications for companies considering offshoring for first time and for experienced companies

Arie Y. Lewin Professor, Director of Center for International Business Education & Research (CIBER), Editor in Chief JIBS, Lead Principal Investigator of the Duke Offshoring Research Network

Charles Aird Managing Directror, PWC LLP

TALENT MANAGEMENT

An ongoing issue in Shared Services, these sessions will focus on the right turnover levels in your SSOs different functions, recruiting SS talent as opposed to function talent and how to effectively address the perception of the SSC career progression. In addition advanced sessions focus on pay scales in sso’s as opposed to B/Units and Job family descriptions for SS professionals.

Track A	Track B	Track C
10:45 Extreme Makeover: Transforming Leadership Communication In Your SSO To Drive Employee Engagement Building a high performance SSO workforce Engaging employees to generate higher levels of productivity and customer service Building leadership capabilities to increase employee engagement Using the employee survey to drive engagement Linking engagement to strategic business outcomes Earl Pinto, Esq. Senior Advisor, Program Support Center, US Department of Health and Human Services Earl Pinto Esq. Senior Advisor, Program Support Center US Department of Health and Human Services The Program Support Center (PSC) was created in 1995 as the first true Shared Services enterprise within the U.S. Department of Health and Human Services. Today the PSC provides more than 50 products and services in financial management, administrative operations, strategic acquisitions, health resources, and human resources to Government Agencies worldwide.	10:45 Building Effective Leadership And Morale Programs Engaging your workforce & aligning employees with company vision Understanding the importance of a Shared Services Mission Statement Empowering employees to make decisions Maintaining morale in a high turnover environment Increasing the time spent on customer focused activities Troy Evans Director of Shared Services Accounting CH2M Hill CH2M HILL is recognized by Fortune Magazine in its "100 Best companies to Work For" annual survey. Hear how Troy has implemented multiple abundance theory techniques and leadership programs to engage and empower employees of the SSO to increase productivity and reduce costs.	10:45 DOUBLE SESSION: Compensation Structures In SSOs Compared To Business Unit Customers Creating competitive compensation plans Compensating based on performance and contribution Evaluating different compensation plans as a way to increase motivation and employee engagement Debra Cox Managing Director, Shared Services Tesoro Companies Tesoro started centralizing transactional support areas such as Accounts Payable, Billing, and Inventory Accounting into a Shared Services structure in 2002. Today, Tesoro’s Shared Services’ employs approximately 120 employees in the areas of Master Data Management, Commercial Contract Administration, Performance Analysis & Improvement, Business Service Center, HR Link Service Center, Property & Environmental Accounting, Business Reporting, and Financial Processing services to include A/P, Billing, and Payroll. The success of the Shared Services model and measurable improvements and quality over the past 6 years continues to drive more functions and activities into the Shared Services organization this year.
11:45 Career-Pathing In Your Shared Services Organization Identifying job families and functions Creating an internship for management Identifying and nurturing future leaders Creating more corporate opportunities through job shadowing or rotations Guarding against Shared Services looking like a dead end organization Debbie Vander-Bogart Senior Director Shared Services Center Levi Strauss & Co. Levi Strauss & Co. opened its North American Shared Service Center in 1999 in Eugene, Oregon. The SSC handles all financial operational processes for North America operations and leads the global integration for financial competencies including Disbursements (Payroll and Accounts Payable), Credit & Accounts Receivable, Retail Accounting, General Accounting, Inter-Company Accounting, Benefits Accounting, Customer Order Management and Procurement Support.	11:45 Recruiting Shared Service Professionals As Opposed To Line Functions Identifying not just the right skills, but trainability Effectively managing turnover Replacing retirement talent Recruiting for SS professionals rather than moving people from functional positions What skills do you target in a Shared Service worker? Antonia Watson Executive Director Morgan Stanley Morgan Stanley has implemented Shared Services globally since 2000.with the Budapest site being established in 2006.Globally there are Over 3,000 employees, of which nearly 600 are in Budapest. The Shared Service centers are responsible for the provision of Technology, Finance, Securities Operations, Analytics

The Luncheon is being sponsored by:

Luncheon Remarks Gyorgy Retfalvi, CEO, ITD Hungary

PERFORMANCE MEASUREMENT & MANAGEMENT

Critical to determining both the cost savings and value add that Shared Services can offer an organization, the performance sessions will look at the fundamentals of PM&M and also address exactly how to measure and manage quality using the different tools and methodologies available.

Track A	Track B	Track C
2:15 Integrating Lean Six Sigma Into Your Shared Services Employing lean six sigma to achieve a more efficient and optimized organization by balancing the need for speed with flawless customer service delivery Improving quality, reducing cycle time, and enhancing the customer experience through methodical elimination of non-value-adding work Recognizing how to achieve clarity and speed in your improvement projects by integrating Lean Six Sigma in the service design and operational planning Lolita Mancheno-Smoak D.B.A., Manager, HR Shared Services Support United States Postal Service March 2008 marked the third year anniversary of the opening of the HRSSC in Greensboro, NC, staffed by 513 employees. The Center is now averaging 64,000 calls and 91,000 new tickets every month that process employee transactions, benefit requests , and other HR-related inquiries from over 700,000 employees nationwide.	2:15 Optimizing Efficiency In Your SSO A recent study of finance Shared Service organizations by the Hackett Group found that while fully 86% of them use six sigma or similar continuous improvement methodologies, they generally only achieve incremental gains.” CFO, March 2007, page 18. Developing a service selection methodology to ensure cost savings, revenue growth, and improved service delivery. Successfully conducting a holistic approach to performance management Institutionalizing reengineering efforts to ensure continuous business and process improvement Paul S. Bartley Director, Program Support Center United States Department of Health & Human Services	2:15 DOUBLE SESSION: How To Turn Your IT Shared Service Organization Into A Profit Center Whether you are involved in an early or late stage Shared Service Organization, you are always on the lookout for ways to improve your cost efficiency. Applying the Value Chain concepts to IT can help drive significant costs from your operation, while more closely aligning to your clients' strategic and operational requirements. This session will focus on... Providing Cost Transparency by flowing the cost of IT Services, delivered to business functions, enabling the measurement of profitability Measuring profitability at different levels of the IT Value Chain, Instituting strong incentives to optimize cost and quality at each step of the Value Chain Establishing the financial framework, tools and processes to report in a comprehensive, but manageable way Kris Rosiak Director, IT Infrastructure Finance UBS AG UBS IT Infrastructure was formed approximately 5 years ago as a Shared Services Organization, with the vision of delivering reliable, cost effective IT Infrastructure products and services globally for the benefit of the varied business groups and UBS' shareholders. With approximately 80,000 employees worldwide, located in 1000 office locations, in over 50 countries, IT Infrastructure follows the principals of providing operationally stable technology, which is strategically aligned with its business partners, in a cost efficient manner.
3:00 Successfully Achieving and Maximizing Cost Savings within a Mature SSO Using Lean Six Sigma Whilst a mature SSO can continuously add value in the form of showing adding value, the requirement of showing costs savings is still a reality. Additionally the savings you can expect to see from a mature SSO are incremental in nature and focus on fine tuning the system with the occasional big saving when new functions and increasing scope are added to the facility. This workshop has been designed for mature Shared Service Organizations who would like to use tested Lean Six Sigma route to reduce the costs and improve efficiencies/ The workshop will look at all of the following areas Lean Six Sigma implementation road map for SSOs Selecting the right projects to reduce costs Identifying hidden cost savers Identifying efficiencies from line functions Examples of using statistical tools in SSOs for process improvement Amitabh Saxena Head - Process Excellence Riyad Bank	3:00 Chargeback Strategies for Shared Services Understanding the volume demands and unit cost of providing services to your customers Managing service costs through delivery process performance Integrating SLAs and chargebacks Linking measures to the strategic goals of the overall organization John C. Wade Vice President & CIO Saint Luke’s Health System

4:30 PANEL: Achieving Excellence In Vendor File Management

• Clean up your vendor file by reducing duplicate vendors, onetime vendors and inactive vendors
• Prevent duplicate payments and other transactional errors
• Recover otherwise unseen vendor-generated credit types
• Match parent and subsidiary vendors
• Update your vendors’ current AR department contact data
• Enhance and simplify W9 requesting and TIN matching with an organized vendor file
• Introduce naming conventions

Moderator

Sherry Depew
Vice President, Product Management
Audit Solutions

Panelists

Linda Lorton
Global Head, P2P Re-Engineering
Citigroup

Susan Trevisano
Manager, Shared Services AP
Covidien

CAPTIVE OFFSHORE/ONSHORE SSC

You may be considering offshore options for the first time and need to understand the legal and cultural implications for you target location, or you are monitoring on an ongoing basis the offshore options for bench marking purposes of your current locations. In addition the current economic climate and falling dollar make it essential to keep abreast of the onshore and offshore opportunities for your SSO.

5:15 Growing Your SSO Toward Multi-Services With The Right Technology

• Increase productivity and efficiency of your SSO by expanding the service offerings while improving service delivery
• Effectively utilize technology to support efficient multi-service SSOs and generate cost savings
• Streamline processes to ensure smooth delivery and value of multi-services to your employee, customers and partners

James Watson
Director
Neocase Software, Inc.

Panelists:

Patrick Cassity
Leader, Global Shared Services
Owens Corning

Russ Finney
CIO
Tokyo Electron

Kris Rosiak
Director, IT Infrastructure Finance
UBS

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