2

What is global implementation

of shared services and outsourcing

An intercultural encounter of the most stressful kind?

A walk in the park?

A rerun of War of the Worlds?

An exercise in doing it my way or the highway?

A UN peace-keeping mission?

A recipe for a short career?

3

Over 500 transitions 51 countries

too many processes to count impossible to tally all the go lives

almost 12,000 FTE 33 years’ experience

32 languages untold business units 1200 focus groups

22 sponsors multi-millions of transactions per annum

unimaginable USD saved innumerable phases

not enough $$$ spent on change management almost 2

million airmiles too many sleepless nights

4

… of

Stellar qualifications

5

Why managing change is so critical for

global implementation

Understanding how global stakeholders think and react is a

precondition for success.*

Singular corporate cultures don’t exist Few companies are truly global

Technology has not made us one culture

The way we work is not culture-free Differing reactions to authority

Differing ways of dealing with conflict

Differing conceptions of our importance

With thanks to Geert Hofstede

6

Hierarchies

Reliance on rules

Central versus decentralized decision making

Power of the individual

Being consulted versus being told what to do

Role and power of the boss

Tenor of relations with employees

Status of the type of work

Cultural differences mean navigating

7

Power distance looms large

8

Understand

first

principles

Getting to the

core of global

implementation

change

Change generally happens with compulsion

WIIFM varies country to country

The center is rarely trusted

Difficult to escape national stereotypes and biases

Communication challenges are multi-fold

Guessing is not an approach

9

Planning

for Battle

1

0

Appealing to cultural preferences

Power of proof of concept

Political considerations

Power distance

11

It’s all Greek to me…

cultural nuances and language

English as the change language of choice?

Finding the right country-based change agents

Importance of using local terminology

Instilling trust when language is in the way

12

Dissimilar stakeholders

Disproportionate power of the middle manager

Using the C-suite as persuader-in-chief

Power of proof of concept

The “persuasion equation”

13

Cultural differences mean navigating

Hierarchies

Reliance on rules

Central versus decentralized decision making

Power of the individual

Being consulted versus being told what to do

Role and power of the boss

Tenor of relations with employees

Status of the type of work

14

15

Battling cultural differences in sending versus receiving

countries

Combating historical intra-Europe prejudices

Understanding intra-country change challenges (India)

Managing cultural challenges in Asia

Message

received

Message

received

16

Change in the rest of the world

“No worries, mate” from ANZ

The Latin American tango

The Southeast Asia Triangle —

Hong Kong, Singapore, Malaysia

South Africa

And then there’s China....

17

Global hotspots

for European led

implementations

India

US

18

BPO… is it any easier

Simplify or complicate...

provider biases

Role of the provider—

resources, methodology

Staffing the change

19

“I wish I knew this when I started this war”

Culture is everything...being attuned is being prepared

Intuition is not enough...don’t guess your battle

plan/plan for battle

Forget my way or the highway...you must adapt your

execution to cultural biases

Show me the money/results are all that matter...in the

end, no one will remember the pain of the process

Tradeoffs are key…speed for compliance, purity for

practicality

Pa

ne

list

s’ T

op

Tip

s

20

“I wish I knew this when I started this war”

The secret sauce is repetition and intensity…say it

again and again and again

Value is created not delivered…break through culture

to demonstrate value

Change management is the be all and end all….or your

global implementation will come up short

Domino effect is powerful…sequence is key

The buck stops here…the first person to embrace

change must be you

Pa

ne

list

s’ T

op

Tip

s

21

Thank you

for

participating

…