Senior Executive - Peeriosity · In February, Procter & Gamble hosted a Peeriosity Senior Executive...
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February 2013, Procter & Gamble, Cincinnati Ohio In February, Procter & Gamble hosted a Peeriosity Senior Executive Forum at P&G’s corporate offices in Cincinnati, Ohio. Executives from 26 leading shared services organizations attended and the forum focused on opportunities to incorporate higher-value activities such as FP&A and Decision Support into a shared services model. The attendees engaged in lively and passionate discussions on topics such as: • The appropriate role, both formal and informal, of Global Process Owners – where to place them in the organization, what are their decision rights, and is there a negative connotation to the term “owners”? • What is the best alternative to attaining truly global standards on multiple instance ERP systems? • How to move geographic designs from regional to global and process designs from functional to integrated? • How to avoid global standards that result in service deterioration, and how to correct those that are already in place? • How to expand the scope of shared service offerings beyond the “usual suspects” in finance and accounting? • How to overcome master data challenges before attempting to move business planning and analysis into shared services or a center of excellence? • How to identify and quantify location and sourcing options, including the implications of skill set requirements for advanced service offerings in planning, analysis, and decision support? • Governance – who should actually decide that planning, analysis, and decision support activities can or will move to shared services? Below are some representative insights from the member discussions: • There is no opportunity for higher-level services such a planning, analysis, and decision support unless you excel at the delivery of fundamental transaction processing activities. • Without clean and standardized master data, it is impossible to provide consistent and reliable analytics. • Use your shared services ‘brand’ to identify information that originates from your Business Intelligence Center. Make it the single source of accepted information for the company, the One Version of the Truth. • A significant challenge to centralized planning, analysis, and decision support is lack of business specific knowledge. The proliferation of labor arbitrage and outsourcing result in fewer opportunities to grow this knowledge internally. • The goal is to be able to have work done anywhere, by anyone, at any time. • Process standards are more invasive to the organization than accounting standards or system standards. It is more difficult to drive process compliance and ordaining people as process ‘owners’ when they are in fact influencers or facilitators may exacerbate the problem. • Clear governance is critical for process evolution, service migration, and sourcing decisions. Often, decision rights are not properly communicated to, or accepted by, the organization. • The goal is to break functional barriers and optimize end-to-end process design and execution, supported by common goals and metrics. Participants included shared services leaders from General Mills, McCormick & Company, Celanese Corporation, Rolls-Royce, Deere & Company, British Petroleum, Kellogg Company, Honeywell International, MGM Resorts, Covidien plc, PepsiCo, NASA, Kimberly-Clark, Ascension Health, Intel, Raytheon, General Motors, and Procter & Gamble. Peeriosity’s Unique Approach to Hosting Meetings For more information, Contact Cliff Struhar, VP Business Development. [email protected] or +1 727 669 8868 www.peeriosity.com/shared-services/ Copyright © 2013 Peeriosity LLC Scheduled Senior Executive Forums Thru Q2 2014 (Topics to be determined) DATE HOST COMPANY LOCATION May 2013 Deere & Company Moline, IL Sept 2013 The Sherwin-Williams Cleveland, OH Company Feb 2014 Celanese Corporation Dallas, TX May 2014 BP Chicago, IL About Peeriosity Using proprietary technology and methodologies combined with professional facilitation by expert advisors, Peeriosity has reinvented the way collaborative research is done. Through private research communities comprised of professional practitioners, members can instantly prepare custom research, identify best practices, and have direct access to pre-qualified peers based on their knowledge and experience on specific topics, in a secure environment. Launched in early 2010, Peeriosity for Shared Services membership roster includes 100+ companies, hundreds of shared service centers, and thousands of registered users. Senior Executive Forum Update The marketplace is filled with conference providers, consulting firms, and niche players who make money by selling seats to attendees and booth space to vendors. At Peeriosity, we do neither of those things. In fact, we limit the size of our meetings to create an environment that is condu- cive to sharing, with discussions that are highly interactive, candid, and unbiased. Because Peeriosity is a private and confidential best practice research community, membership is restricted to practitioners only — consultants and vendors are expressly prohibited. Our meetings are delivered by shared services practitioners, not professional speakers or consultants. We facilitate each meeting to encourage participation and discussion because we know that no single company has the single best answer to any given problem or issue. For Shared Services
Transcript of Senior Executive - Peeriosity · In February, Procter & Gamble hosted a Peeriosity Senior Executive...
February 2013, Procter & Gamble, Cincinnati Ohio
In February, Procter & Gamble hosted a Peeriosity Senior Executive Forum at P&G’s corporate offices in Cincinnati, Ohio. Executives from 26 leading shared services organizations attended and the forum focused on opportunities to incorporate higher-value activities such as FP&A and Decision Support into a shared services model.
The attendees engaged in lively and passionate discussions on topics such as:
• The appropriate role, both formal and informal, of Global Process Owners – where to place them in the organization, what are their decision rights, and is there a negative connotation to the term “owners”?
• What is the best alternative to attaining truly global standards on multiple instance ERP systems?
• How to move geographic designs from regional to global and process designs from functional to integrated?
• How to avoid global standards that result in service deterioration, and how to correct those that are already in place?
• How to expand the scope of shared service offerings beyond the “usual suspects” in finance and accounting?
• How to overcome master data challenges before attempting to move business planning and analysis into shared services or a center of excellence?
• How to identify and quantify location and sourcing options, including the implications of skill set requirements for advanced service offerings in planning, analysis, and decision support?
• Governance – who should actually decide that planning, analysis, and decision support activities can or will move to shared services?
Below are some representative insights from the member discussions:
• There is no opportunity for higher-level services such a planning, analysis, and decision support unless you excel at the delivery of fundamental transaction processing activities.
• Without clean and standardized master data, it is impossible to provide consistent and reliable analytics.
• Use your shared services ‘brand’ to identify information that originates from your Business Intelligence Center. Make it the single source of accepted information for the company, the One Version of the Truth.
• A significant challenge to centralized planning, analysis, and decision support is lack of business specific knowledge. The proliferation of labor arbitrage and outsourcing result in fewer opportunities to grow this knowledge internally.
• The goal is to be able to have work done anywhere, by anyone, at any time.
• Process standards are more invasive to the organization than accounting standards or system standards. It is more difficult to drive process compliance and ordaining people as process ‘owners’ when they are in fact influencers or facilitators may exacerbate the problem.
• Clear governance is critical for process evolution, service migration, and sourcing decisions. Often, decision rights are not properly communicated to, or accepted by, the organization.
• The goal is to break functional barriers and optimize end-to-end process design and execution, supported by common goals and metrics.
Participants included shared services leaders from General Mills, McCormick
& Company, Celanese Corporation, Rolls-Royce, Deere & Company, British
Petroleum, Kellogg Company, Honeywell International, MGM Resorts,
Covidien plc, PepsiCo, NASA, Kimberly-Clark, Ascension Health, Intel,
Raytheon, General Motors, and Procter & Gamble.
Peeriosity’s Unique Approach to Hosting Meetings
For more information, Contact Cliff Struhar, VP Business Development. [email protected] or +1 727 669 8868
www.peeriosity.com/shared-services/ Copyright © 2013 Peeriosity LLC
Scheduled Senior Executive Forums Thru Q2 2014 (Topics to be determined)
DATE HOST COMPANY LOCATION May 2013 Deere & Company Moline, IL
Sept 2013 The Sherwin-Williams Cleveland, OH Company
Feb 2014 Celanese Corporation Dallas, TX
May 2014 BP Chicago, IL
About Peeriosity Using proprietary technology and methodologies combined with professional facilitation by expert advisors, Peeriosity has reinvented the way collaborative research is done. Through private research communities comprised of professional practitioners, members can instantly prepare custom research, identify best practices, and have direct access to pre-qualified peers based on their knowledge and experience on specific topics, in a secure environment. Launched in early 2010, Peeriosity for Shared Services membership roster includes 100+ companies, hundreds of shared service centers, and thousands of registered users.
Senior ExecutiveForum Update
The marketplace is filled with conference providers, consulting firms, and niche players who make money by selling seats to attendees and booth space to vendors. At Peeriosity, we do neither of those things.
In fact, we limit the size of our meetings to create an environment that is condu-cive to sharing, with discussions that are highly interactive, candid, and unbiased. Because Peeriosity is a private and confidential best practice research community, membership is restricted to practitioners only — consultants and vendors are expressly prohibited.
Our meetings are delivered by shared services practitioners, not professional speakers or consultants. We facilitate each meeting to encourage participation and discussion because we know that no single company has the single best answer to any given problem or issue.
For Shared Services
