Anirvan Sen, Chazey Partners Arab outsourcing may 2013

Asia-Pacific | Middle East| Europe | North America | Latin America Slide 1 of 12

Presentation for Arab Outsourcing

Process Strategy and Model Trendsin

Shared Services


SHARED SERVICES - GENESIS

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Shared Services - Journey

Everything related to employee was with HR and numbers with financeStrong infusion of personal interpretation of practicesAdministration work relegated to junior staff with little leadership overviewPriority conflict with core-HR/finance processes and calendar

Pre-BPO stage

“Since it has to do with employees, it has to be with HR”

90’s-00’s

“It is the administrative side of HR”

Next-Gen

“It’s not really an extension of a dept but a true specialized service”

• Function diversification increased attention on transactional function• Specializations like insurance handling, invoice to pay, etc.• Consolidation based on process from different functions like IT, sourcing, etc.• Creation of “processes” from legacy practices

• Specialized Services need specialized skills• Awareness of difference and de-coupling of HR ops. and core-HR function• Technology enabling standardization and streamlining• Most importantly, it is “SERVICE” and not an extension of a dept.


MODEL EVOLUTION


Model Evolutions

Defined as products/servicesCreation of services centers (captive)De-coupling from core HR and financeTechnology investments like Peoplesoft, oracle

Administration to Services

Captives to Hybrids/Outsourcing

Global Business Services – Multi-discipline

• KPIs/Metrics being defined and managed• NPS/Cust satisfaction surveys engaged• Specializations being developed• Process improvement initiatives started

• Developing own skills vs sourcing• Flexibility and scale through BPO• In-house control function• Leverage experience of BPO

• Management through SLAs• Disciplined Services using “process” mindset• Re-badging as a cost-effective option• Release of management overhead

• Consolidation of back-office services for scale• Need for “Services” leadership vs functional• Leverage support functions like finance, HR, IT• Productivity

• Critical mass for new products• Entry to cross-functional activities• New options on Career path

“Customer-centric services mindset being introduced”

“Some captives struggle to keep up with quality after gen-1”

“Shared services developing as a separate vertical industry”


STRATEGY


Governance

Operations

TechnologyProcess

• Holistic approach• Senior leadership based• In-built continuous process improvement• Future evolution cognizant• Strong governance

Strategy

People

TechnologyPractices

• Independent approach• People management with HR• Technology …leap of faith• Lack of holistic governance• Continuous evolution

Conventional Strategy New-Gen Strategy


Operations Strategy

Talent expectation vs. job contentWar for talentCohesiveness of teamsJob satisfaction

In-house Talent Management

Talent Sourcing

Leadership

• Ensuring right talent in right job• Acquiring and retaining “Critical” talent• Setup “Real” job excitement and expectations• Foster innovation and collaboration

• Long periods on recruitment• High Attrition• Lack of standards and discipline• High cost of personnel

• Creation of shared services• Acquire competency through outsourcing

• Leaders created to manage staff• Aggregation of goals up to managers• Lack of ingenuity

• Create leaders rather than managers• Assign special set of goals for leaders• Dedicated special short-term assignments• Significant focus on behavioral skills


Process Strategy

Personal interpretation of guidelinesAd hoc approach on executionMultiple manual touch pointsManager intervention

Standardization

Measurement

Quality

• Well-written policies• Demonstrate policy adherence• Standardization and automation

• Limited performance management• Emotions vs. factual• Lack of baseline standards• Repeat issues

• Implementation of KPIs/Key metrics• Structure to mitigate under-performance

• High levels of inefficiency• Dependent on personal effectiveness• High amount of re-work

• Setup quality/process improvement cells• Create a culture of continuous improvement• Leverage global methods like 6-sigma, LEAN


Technology Strategy

Large nr. of approvalsAbsenteeism of approving authorityLack of records for verificationLack of reporting mechanism

Automation

Infrastructure

ERP

• Implement workflow tools• Rationalize approval structures

• Inconsistent Connectivity• Challenge with outside office hour support• Lack of discipline with access rights

• Create a separate structure for critical processes• Infrastructure IT policy and guidelines

• Excel spreadsheet proliferation• Implemented ERP not effective• Outside processing possibilities

• Importance of choosing the right ERP• Leverage Software as services• Mandate 100% system usage


BIOGRAPHY


Key Functions:

Strategy Program office Project Management Quality Finance HR operations Sourcing (support) Supply Chain (support) Information Technology Commercials Manufacturing (support) Legal (support) Business Intelligence Pre-sales Sales

Specific Expertise: Expert in Shared Services, Business

Transformation, Offshoring and Outsourcing

Expert in LEAN six-sigma, change management and large scale process improvement projects

Extensive ERP and technology implementation experience

Extensive program and project office management

Global experience across multiple regions and countries

Thought leader, regular speaker, panelist and chairperson at various Finance, Shared Services and Technology events around the globe

Regular contributor to shared services magazines

Relevant Experience:Shared Services & OutsourcingCreated and Implemented global shared services strategy for Finance, Travel, HR operations across EMEA covering compliance, legal, statutory requirements as well as functions like Buy-to-Pay, General Accounting, Receivables, Fixed Assets, Payroll, on-boarding, sourcing, etc. Established captive centers in Kenya and Algeria. Outsourcing to 3rd party in US, India and China. In addition, set up of global vendor management office with key vendors with standardized service delivery model globally. Provided extensive support to other functions like IT, Sourcing, Real Estate/Facilities Operations in Africa. Negotiated various contracts on outsourcing including payroll, finance, IT. Supported pricing function for the captives.

LEAN six-sigma and Process ImprovementsLead quality organization in EMEA for shared services that included company-wide green belt and LEAN trainings, setting up global standard operational metrics, new country operations setup, external BENCHMARKING on key processes. Lead the IT infrastructure organization transformation (savings 5MM USD) and telecom cost-out opportunities. Leveraged Theory of Constraints at workplace. ERP and TechnologyExtensive ERP and other technology implementation experience covering Oracle, SmartStream Financials, Navision, Siebel, AS400, Business Objects across Europe, Middle-East and Asia. Led development on B2B portals and other in-house developed platforms on Financial Services, Manufacturing, Business Intelligence and data-warehouse. Lead the EMEA IT infrastructure OUTSOURCING/OFF-SHORING. In addition, managed technology infrastructure projects that included EMEA infrastructure management (15 MM USD), server migrations, new web server infrastructure strategy, web security setups and upgrading service center structure. Managed telecom portfolio of 40 MM USD including cost out opportunities. Executive Level Strategic Support and Organization TransformationCreated strategy for shared services in Middle-East and Africa (from 8 centers to 34 centers in 3 years). Managed Program office that included outsourcing, standardization, ERP implementations. Managed re-designing of the organization structure that including hiring, transfers and rationalization. Setup Operations for the regional centers in Africa incl. office space designs, infrastructure management, government subsidy consultations, etc

Background:Anirvan has over 19 years in several Fortune 500 companies across the globe (GE, SONY, DELL). Experience derived from cross-functional roles involving large scale transformation using LEAN six-sigma, Talent Management, Shared Services, IT and Sales.

He ran a global delivery model setup for BPO vendors, strategy for shared services in the Middle-East and Africa region and prior to that ran the Quality organization for EMEA operations of Shared Services. He also ran initiatives in China, ASEAN, ANZ, Brazil and US.

Cross-pollinator of ideas and result-oriented. Specializes in successfully leading "cost-neutral" initiatives (ROI: 2-3 years)

Anirvan is a LEAN six-sigma certified black belt/Master black belt and has a Bachelor of Engineering in Instrumentation and Control Engineering.

Anirvan SenManaging Director Asia, Middle East & AfricaEmail: [email protected]: www.chazeypartners.com

Anirvan Sen, Chazey Partners Arab outsourcing may 2013

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