Marko Gergely, Global Process Owner, Diageo - Governance Model at Diageo Business Services
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Transcript of Marko Gergely, Global Process Owner, Diageo - Governance Model at Diageo Business Services
GOVERNANCE MODELAT DIAGEO BUSINESS SERVICES
25 May 2010 Edinburgh
Gergely Marko
About Diageo
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OUR SHARED SERVICES JOURNEY
3
> 2001 decision Standard financial processesSingle technology platformOpened Diageo’s first – captive – service centre in Budapest, core financial processes (OTC, PTP, RTR)
> 2001-2006 Budapest operation rapidly grew in scale and scopeHigher value and complex activities
> 2007 Extended to create global network Hybrid model: internal (captive) and external (outsourced)Accenture as our outsource provider partner
DIAGEO BUSINESS SERVICES TODAY
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DBS Bucharest
> Front Office> Customer facing> Language
requirements
DBS Shanghai
> Front Office> Customer facing> Language
requirements
DBS Manila
> Global Delivery Hub
> English speaking services
> Accountable for performance of whole DBS
> Directly responsible for:> General Accounting> Cash Cycle customer
facing> FP&R> Treasury
DBS Budapest
DBS GLOBAL OPERATING MODEL
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ONE DBS MISSION
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CHALLENGES WITH OUR INITIAL GOVERNANCE MODEL
> Our operating model had changed, but our governance structure had not
> Different structure depending on captive/outsourced or hybrid
> Imbalance between needs of customers and governance
> Inconsistent performance reporting across customers
> Recurring issues, not resolved
> Duplication of effort in different parts of the organization
> Confusion and some frustration!7
WHAT HAVE WE IMPLEMENTED?
> Clear separation of Service Management from service delivery and process governance
> Up-weighted Service Management organisation
> Service Management covers captive and outsourced model
> Clear interface and accountability across Diageo regional structure
> Service Management spans all processes
> Process governance focuses on single process, but accountable for captive and outsourced delivery
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OPERATIONAL RISK MITIGATION
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Joint Review Board Bi Annual
Contractual Review Quarterly
Performance Review Monthly
Market Service Review Monthly
Market Service Review Weekly
All staff - Everyday
Serv
ice
Ope
ratio
nal
Managed by Transition team Managed by SM
SM CommencesSM
documentation shared
SM Structure introduced
Detailed SM discussions
SM Framework integrated into Transitions
SM Framework in operation
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METRICS
> Operational KPIs and SLAs in place and monitored
> DBS Dashboard
> Deliver Continuous Efficiency
> Manage Processes to Drive Business Outcome
> Lead Diageo's Control Agenda
> Demonstrate Great Customer Service
> Great Leadership & People
Development
> Transformation
OPERATIONAL RISK MITIGATION
OPERATIONAL RISK MITIGATION
CHANGE MANAGEMENT PROCESS
OTHER RISK MITIGATION
> Risk Management Committee> Risk Footprint
> SOX/Non-SOX Controls (CARM process)
> Business Continuity Plan
Implement
Change Idea Process Validation
Complete Change Note BPO review Final
Approval
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