our capability and introduction_february 2017

Click to edit Master title style

Our Services - Introduction

Feb 2017

Click to edit Master title styleOutlook

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A

G

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About Us

Robotics

Strategy

Change Management

Location Selection and Grants

Benchmarking

Training & Coaching


Proservartner is a shared services consultancy that partners with organisations to provide independent advice, discovery, guidance and implementation support

What Makes Us Different

• Approach is collaborative

• Aim to build long term mutually beneficial

relationshipsPartnering

• Senior people who have delivered positive

change for clients as consultants and as

managers

• Our staff are consultants and practitioners

Best People

• Focus on quality and embedding

organisational change

• consistently exceed our client expectations

achieved through our depth of experience

Excellence

• In the coalface of industry trends

• Developing thought leadership and running

discussion groups

Thought

Leadership

• We focus on what we know best and don’t

try to be a something we are not.Specialisation

What do we do for transforming businesses

Governance

advisory

Shared Services

Lean and 6 Sigma

Organisational

Redesign

Business and

functional

strategy

Optimising ERP

Investments

Transition

Management

Analytics

Target operating

model

development

About Us – Advisory Company of the Year

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Automation

options

Robotic process

automation

Click to edit Master title styleOur Services

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Benchmark Diagnostic

Vision, Strategy &

Design

Location selection

Implementing Projects

Process Reengeneering

Change Management

Benchmark performance, assess people, process and IT, identify areas of

improvement

Develop the vision, the strategy for the

function

Data focused study to assess and select

the appropriate location to be set up

Experts in project management and

transition to ensure that quality is

delivered on time and to budget

Leverage our bespoke methods to transform processes

and identify value stream opportunity

Ensuring that people are carried along

the change

Strategy and Feasibility Implement and transform(1)

Process model

Organisationalmodel

Technology enablement

Design the process taxonomy for an

organization / function, and

transform current ways of working

Build an end to end process based organizational

model allocating the right people to do the right activities

Develop how the organization

leverages technology to

enable people and processes

Operating Model Design

Click to edit Master title styleOur Services

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Local Investment

Grants

Transition Management

Robotics

Interim Management

Point Solutions

Training

Optimize local investment grants

achievable

Manage effectively the change from

one operating model to another

Identify the processes to

roboticise, and implement robots for transactional

activities

Provide expert short term resource to meet immediate

operational requirements

KPI models, charging mechanisms, Service mgtframeworksTechnology

enhancements

Offer a range of specific and bespoke

Training across focus areas

Implement and transform(2) Ongoing support

Strategy Development

HR Services

Accounting and

Procurement Support

Build clear strategies and

business plans for small businesses to

enable success

From HR leadership, to HR platforms, fom perf mgt to recruitment and

training

Optimise ways of buying services and

products, and providing true and

fair financial statements

Small Business Solutions

Click to edit Master title styleWhy Proservartner – 6 Reasons

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Partners in Excellence

Specialists not

generalists

Full lifecycle support

Practitioners not

graduates

Focus on you

Award winning in our field

Delivery of the

Outcome

1. Specialists not generalists: Our people are specialists in shared services and outsourcing

2. Full lifecycle support: We do not just design and transition, but provide full lifecycle support to ensure that the capability developed is highly successful

3. Practitioner approach: Our people are seasoned practitioners who partner with you to assess what is right for you. We do not throw graduates at problems as we recognise that the context and desired outcome for each client is different

4. Focus: Our size allows us to provide significant focus on your needs to ensure that solutions we develop are “fit for purpose”. Each client is critically important to us building a reputation based on high quality advise

5. Award winning: We were awarded European Advisory Company of the Year, and voted twice as leaders in shared services and outsourcing. We are recognised thought leaders

6. Delivering the outcome: We will challenge when necessary with facts and evidence, to ensure that you make the right decisions to deliver the desired outcome

Click to edit Master title styleKey Clients

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http://themissouritimes.com/4827/court-ruling-issued-in-major-brands-termination-suit/

http://themissouritimes.com/4827/court-ruling-issued-in-major-brands-termination-suit/

http://www.pinewoodgroup.com/our-studios/uk/news/national-lottery-comes-pinewood-studios

http://www.pinewoodgroup.com/our-studios/uk/news/national-lottery-comes-pinewood-studios

http://www.cprgroup.com.au/projects_extractive_holcim.html

http://www.cprgroup.com.au/projects_extractive_holcim.html

http://enjoywroclaw.wordpress.com/2010/08/13/american-restaurants-in-wroclaw/

http://enjoywroclaw.wordpress.com/2010/08/13/american-restaurants-in-wroclaw/

http://northforkvue.com/investing/34385/hsbc-upgraded-by-morgan-stanley-to-overweight-hbc/

http://northforkvue.com/investing/34385/hsbc-upgraded-by-morgan-stanley-to-overweight-hbc/

http://www.insurancetimes.co.uk/technology-in-insurance-awards-2012/guidewire/42.sponsor

http://www.insurancetimes.co.uk/technology-in-insurance-awards-2012/guidewire/42.sponsor


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About Us

Robotics

Strategy

Change Management


Benchmarking

Training & Coaching

• Introduce strategic approaches

• Introduce the Proservartner 6 phase approach

that illustrates how to execute an effective

strategy

• Go through scenarios and real life case studies

• Understand each phase in detail

• Understand how automation (RPA, AI, SAAS etc),

people structures and processes can impact the

overall journey

• Learn the importance of building an effective

Transformation Strategy

Activities Decisions and Deliverables

• Training material customised for the stakeholders

in the session

Objectives

Develop knowledge in key stakeholders on the value of strategy for the organisation, including the benefits,

challenges and cultural change for an organisation to migrate to a “process based” mindset

Training:

Strategy Masterclass

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• Understand existing functional, Business Unit,

Regional and / or Group vision

• Understand key issues and causes of pain

• Assess the need for change based on internal and

external drivers

• Highlight the expected benefits and desired

outcomes

• Build a clear vision of success

• Tackle the “what is in it for me” questions

• Gain buy in from internal and external

stakeholders impacted

• Develop design criteria


• Case for change

• Prioritised vision criteria

• Revised vision

• Design criteria

Objectives

Build the case for change and the rationale for the strategic roadmap. Develop the revised vision that we

wish to support through the transformation initiative, and set the design criteria for decision making

Workshop A:

Vision and Case For Change

CONFIDENTIAL

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• Build principles for operating model discussions

and decision making

• Consider decentralised, centralised, shared

services, hybrid and outsourced operating model

options, building on the current structure

• Down-select elements of operating models that

we do not wish to consider as a strategic option

• Consider Virtual Operating models to ensure

standardization of operation but maintaining close

proximity to the Sales teams


• Principles for operating model decision

• Down-selection of operating models based on

design criteria

Objectives

Agree the principles for the Operating Model Decision with respect to geographic considerations, Business

Division considerations, Functional considerations and timeline considerations. Consider the range of

options that exist before down-select the Operating Model options

Workshop B:

Operating Model Down-selection

CONFIDENTIAL

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• Develop process taxonomy for each of the in scope

functions

• Assess scope of automation v shared services v

retained services based on process taxonomy

• Challenge consistency of current model and scope

• Propose and agree the future state roles that the

processes can be allocated towards

• Confirm each process has the appropriate “home”

in the future state

• Allocate FTE to each role and understand the

impact of the change


• Process taxonomies for each function

• Future roles for the in scope functions

• FTE impact

Objectives

Agree a process taxonomy for each of the functions in scope of the initiative. Understand current state and

allocate the processes into the distinct roles in the shared services process model house.

Workshop C:

Process Model Development

CONFIDENTIAL

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• Discuss current organizational structure and how it

was developed

• Assess spans of control required at different levels

of the organization

• Discuss level of specialization in the function, and

career paths across the current structure

• Advise on best practice and current trends


• Future organisational chart

• Agreed roles in the Function

Objectives

Agree the organisational model, and career paths needed in the future business model. In particular, focus

on the five key roles, building an organisation based on processes

Workshop D:

Organisational Model

CONFIDENTIAL

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• Develop current skills and capabilities matrix

• Build future skills and capabilities matrix based on

vision, process model, org structure and direction

of the organisation

• Assess the skills and capabilities gap

• Map the leadership team based on performance

and potential

• Structure high level succession plans aligned to

potential of individuals and skills gap in the

function


• Current skills and capabilities matrix

• Future skills and capabilities matrix

• Agree skills and capabilities cap

• Agree performance potential 9 box

• Develop succession plans

Objectives

Agree the skills and capabilities needed in the future business model. Compare those skills and capabilities

to the existing team and highlight the training and recruitment gaps that currently exist. Test the

performance and potential of the current team using the 9 box model.

Workshop E:

Skills, Capabilities and Potential

CONFIDENTIAL

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• Explain technology options

• Set out the advantages and disadvantages of each

decision around technology

• Consider Robotics, Artificial Intelligence, Software

as a Service Tools, ERP investments and simple

macros

• Provide real life examples of technology leveraged

by other companies

• Discuss technology investments and likely returns

on those investments

• Decide types of investments desired


• Types of technology investments

• Return on investment

Objectives

For each process area, assess high level enabling technology options and determine which investments

provide significant return to consider as part of the future model

Workshop F:

Enabling Technology Options

CONFIDENTIAL

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• Review facts and findings obtained from previous

workshops and agreed approaches to draw

conclusions and inform the business case

• Case for change

• Future TOM

• FTE split: Retained and Transitioned

• Location

• Organizational Design

• Technology

• Cost model

• Communication Plan

• Roadmap


• High level roadmap

• High level transition timeline

Objectives

Compare the options for future operating model and build a high level roadmap for achieving the desired

business outcomes

Workshop G:

Transformation Roadmap

CONFIDENTIAL

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• Review facts and findings obtained from previous

workshops and agreed approaches to draw

conclusions and inform the business case

• Case for change

• Future TOM

• FTE split: Retained and Transitioned

• Location

• Organizational Design

• Technology

• Cost model


• Roadmap


• Validated assumptions

• Financial business case

• Non financial business case

Objectives

Build the financial high level and non financial business case for the shared services transformation

validating all key assumptions – this will be driven by scope for automation, process efficiency and relocation

of activities

Workshop H:

Business Case Development

CONFIDENTIAL

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• Understand current governance set up

• Explain governance options

• Provide real life examples of structures leveraged

by other companies

• Discuss advantages and disadvantages of the

governance structures

• Determine appropriate governance arrangements

to achieve the GBS outcomes desired

• Assess whether operational, tactical and strategic

levels of governance is appropriate for the

company


• Agreed governance arrangement for each

function and location in scope

• Detailed strategic governance structures

Objectives

Consider and agree how the governance structures need to change to support the future GBS vision,

strategy and operating model. Consider the level of interaction with business divisions and geographic

leadership.

Workshop I:

Governance

CONFIDENTIAL

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• Explain location options

• Set out the advantages and disadvantages of each

decision around location

• Provide real life examples of location options

leveraged by other companies

• Determine location principles i.e. “follow the sun”

approach

• Assess the number of locations where the

functional services should be provided

• Finalise location criteria and whether a brownfield

or greenfield site or neither is preferred


• Location principles

• Number of locations required

• Types of locations required in each location

(tiering)

• Brownfield v Greenfield v Either

• Location criteria

Objectives

Develop the assumption around location for the future model, with respect to the number of locations

required and the type of locations (tiers, key criteria and brownfield v greenfield) to enable achievement of

the outcomes

Workshop J:

High Level Location Assessment

CONFIDENTIAL

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• Identify key stakeholders:

• Impacted by Change : Influence on Success

• Understanding objectives : Agreement to

Objectives

• Decision makers

• Agree stakeholder mapping approach

• Discuss, review and agree Change Readiness

Assessment content and approach

• Discuss and agree communications plan


• RACI

• Stakeholder map


• Change Readiness Assessment and approach to

finalise

Objectives

Consider all the change management requirements from the transformation initiative, and the

communications needed for different levels of the organisation

Workshop K:

Change Management & Communications

CONFIDENTIAL

\ Vision and Case for ChangeVision and strategy for GBS, rationale for change and design criteria

Process Development FlowProcess taxonomy for each function, harmonised and standardised chosen maps supported by FTE activity analysis

Transformation RoadmapHigh level roadmap, transition timeline, milestones, activity and resource estimates

Operating Model DesignPrinciples of operating model design, and selection of operating model based on design criteria

Change and CommunicationsChange management approach, including change readiness , RACI, stakeholder map, and communication plan including potential staff changes

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Location AssessmentAssess the considerations and principles for location selection including evaluation of existing, brownfield, and greenfield sites

Business CaseCosts and benefits of each option and aid to decision making as to chosen route. Validated assumptions, financial and non financial cases

Governance and Organisation DesignAgreed governance and organisation structure, roles and responsibilities for each function and location in scope

Deliverables

Enabling TechnologyTechnology applications, automation options, investments requirements and likely return on investment

CONFIDENTIAL

Outlook

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About Us

Robotics

Strategy

Change Management


Benchmarking

Training & Coaching

What Is Robotics

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Technology continues to evolve…plan to evolve with it

Basic robotics

(“hands”)• Automation of simple,

repetitive tasks

• Rules based

• Autonomous (back-

office) or manually

triggered (front-office)

Smart robotics

(“hybrid”)• Automation of simple,

repetitive tasks with

some cognitive

elements

• Rules based

typically with OCR

Cognitive

engines

(“brains”)• Automation of tasks

with high cognitive

requirements

• Rules and machine

learning to drive

decision based

actions

What Do We Do In Robotics

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Robotics Action Workshops

Remove waste

Identify robotic opportunities

Strategy

How should you leverage Robotics

across the business

How does Robotics link with other strategies

Implementation

Build Business Case and Payback

Build Project Plan

Execute Project

Ensure Benefits

Training

Introduction to Robotics (1 day)

Initiating successful

Robotics projects (3 days)

Detailed project execution building

deep skills (5 days)

Focus On Robotic Action Workshops

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... journey of continuous improvement …

PullOnly make as

needed.

Pull according to

customer demand &

efficiently through

Robotics

FlowMake value flow

‘Keep it moving’

and using

automation to flow

effectively

Value Stream MappingSequence of processes

end-to-end all the way

from demand to

fulfilment

ValueValue from the point of

view of the Customer

leveraging Robotics

where possible

Exactly what the

customer wants,

exactly when, at a

fair price with

minimal waste

Perfection

Focus On Robotic Action Workshops (In 1 Week)

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In five days, we select and review key sub process areas and compare

against best practice processes to build clear process taxonomies, identify

waste, and opportunities for process improvement, people improvements,

technology improvements and in the use of business volume and key

performance indicators

Focus On Strategy - Planning Robotic Targets

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Build tools and teams to systematicallyassess and design with consistency

A ’deep dive’ is essential to ratify target and begin robot development

X-process and X-functional thinking will enhance benefits

Look for ‘front-’ & ‘back-office’opportunity

Focus On Implementation – Business Case

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Discovery & Planning

License/Subscription

Infrastructure

Implementation & Testing (Integrator/IT/Process Owner

& Operator Effort)

Business Interaction

Maintenance

ROI range 3 – 36 months

Offshore low-cost; 4-6 FTE

On-shore; 1-2 FTE

Quality and consistency (zero-error and re-processing)

Governance

Speed & Productivity

Cost

Retu

rn

Cost and ROI will be affected by commitment

Commitment will be affected by engagement

Engagement will be affected by visualisation of real business opportunities

The best opportunities will only come if you look for them!

Resource re-deployment?

Business Case Basics

Outlook

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About Us

Robotics

Strategy

Change Management


Benchmarking

Training & Coaching

Click to edit Master title styleLocation Selection Approach

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Agree Criteria

•Define critical criteria for long list of cities

•Define criteria for deep dive research

•Agree relative importance

Long List –Research

•Define long list, apply red flags to eliminate obvious rejections

•Research – data collection for selected cities, focus on critical criteria

•Build ranking based on relative importance of criteria

•Prepare a report for down selection to Top 10.

Top 10 – Deep Dive Research

•Detail research based on direct contact with relevant institutions

•Validation of data collected earlier

•More focus on specific requirements (e.g. timeframe)

•Review of incentives programmes

•Review of specific office options

Top 3 – Site visits

•Arrange logistics / agree timing with agencies

•Prepare questionnaires for site visits

•Visit authorities, existing centres, development agency, recruitment agency, real estate agencies, available offices

•Subjective / qualitative assessment

Touch Point 1• Agree Methodology for

Assessment including critical criteria and weighting with key decision makers

Touch Point 2• Present data on Long List of

Cities and recommendation for Top 10 Deep Dive Research

Touch Point 3• Present Deep Dive Analysis on

Top 10 Cities and Agree Short of Top 3

Touch Point 4• Present final report • Final selection

Click to edit Master title styleExample Deep Dive Research

Proposed Criteria and Weights

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Cost Skills availability Risk InfrastructureBusiness

Alignment

Government Incentives (5%)

Wage inflation (10%)

Corporate tax (5%)

Suitability for Centre of Excellence (25%)

Ability to build strong brand (5%)

Quality of education (10%)

Specific office space options (50%)

Cultural alignment (25%)

Quality of life (25%)

Responsiveness and support of city authorities (25%)

% %% % %

%

% %

%

%%

Location Score

Labour law flexibility (10%)

Ease of getting work permits (10%)

%

%

%

Cost Skills Availability Risk InfrastructureBusiness

Alignment

30% 5%40% 15% 10%

Location Score

Labour Cost (60%)

Real Estate Cost (20%)

Market size: graduates (15%)

Market size: experienced (0%)

Attrition (20%)

Unemployment (0%)

Languages (25%)

Geopolitical risk (S&P rating) (35%)

Corruption (17,5%)

Inflation (0%)

Currency (17,5%)

Ease of doing business (10%)

Natural disasters (0%)

Accessibility (key clients locations) (50%)

Modern office market –vacancy (0%)

Presence - Greenfield / Brownfield (25%)%

%

%

%

%

%

%

%

%

%

%

%

%

%

%

% %

%

%%

%

%

%

%

%

%

%

%

%

Click to edit Master title styleExample Long List

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Click to edit Master title styleStructure of One-page City Summary

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City population and location on the map

Key players from SSC / BPO / ITO

sector

Data point for each measure

The definition for each measure is

included in Appendix 1

Graphs showing the number of points a city

obtained for the category in comparison to the

Top 10 Cities from the ranking

The orange horizontal line shows the average

points for the Top 10 Cities and the red line

shows the overall average for all cities

included in the analysis.


Top 10 Average Overall AveragePoints

Population: 756,000

Assessment Criteria

CostsLabour Costs € 1,442

Real Estate Costs € 14.5 / sqm

Skills Availability

Graduates 46,000

SSC BPO ITO Sector Size 35,500

Languages Availability 7

Unemployment Rate 5%

Estimated Attrition 17%

Risk

S&P Rating A-

Corruption Perception Index 61

Ease of Doing Business Index 25

Inflation (CPI) 0,1%

Currency PLN

Natural Disasters Risk 3.5%

InfrastructureVacant Office Space 38,000

Direct Flight Connections ZU – 3, MU – 15, BA – 6, FR - 15

Alignment Presence Mini VG

COST

SKILLS AVAILABILITY

RISK

INFRASTRUCTURE

ALIGNMENT

Krakow (Poland)



Population: 1,884,000

Assessment Criteria


Real Estate Costs € 18 / sqm

Skills Availability

Graduates 37,000





Risk

S&P Rating BBB-



Inflation (CPI) 1.1%

Currency RON





COST

SKILLS AVAILABILITY

RISK

INFRASTRUCTURE

ALIGNMENT

Bucharest (Romania)



Population: 1,257,000

Assessment Criteria


Real Estate Costs € 19.5 / sqm

Skills Availability

Graduates 36,000





Risk

S&P Rating AA-



Inflation (CPI) 0.3%

Currency CZK





COST

SKILLS AVAILABILITY

RISK

INFRASTRUCTURE

ALIGNMENT

Prague (Czech Rep)

Click to edit Master title styleExample - Recommended Top 10 Cities

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Rank City Cost Skills Availability Risk Infrastructure Business Alignment

1 Krakow (Poland)

2 Bucharest (Romania)

3 Prague (Czech Rep)

4 Warsaw (Poland)

5 Wroclaw (Poland)

6 Budapest (Hungary)

7 Bratislava (Slovakia)

8 Leeds (UK)

9 Sofia (Bulgaria)

10 Gdansk (Poland)

11 Brno

Below 1st quartileBetween 1st and 3rd quartileAbove 3rd quartile

Click to edit Master title styleGrants and Benefits Centre of Expertise

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EXAMPLE OUTCOME: We facilitated grants and benefits of GBP 500k for a

Multinational Retail Company that set up in Gdansk, Poland

Strong Government Relationships

Invested in knowing and optimising agency

relationships

Knowledge and Experience

Understand the requirements of success

Understand the process

Know what good looks like

Advisory

Advise on chances of success

Advise on pulling out if circumstances change

Form Completion

Support the execution of the steps

Facilitate you through a cumbersome procedure

Ensuring Payment

Support the execution of payment from the government body

Enable the handover to business as usual


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About Us

Robotics

Strategy

Change Management


Benchmarking

Training & Coaching

Click to edit Master title styleOverview: Capabilities

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Change programme initiation

• Business need

• Case for change

• Business benefits

• Change plan

Change management delivery

• Impact assessment

• Comms & engagement

• Business readiness

Change capability development

• Change training

• Organisational capability

• Change framework

• Change toolkit

Change & CommsStrategy

• Top down v bottom up

• Regular v milestone based

• Make it stick

Click to edit Master title styleChange Approach

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Starting

point

Change

Levers

Top-down Bottom-upPockets of good practice Pilot

Evolution RevolutionAdaptation Reconstruction

Technological IndividualOrganisational Cultural

Leadership BAUDedicated Program Teams External consultants

Values Behaviours Outputs

Collaborative DirectiveParticipative Educational Coercive

Change

Path

Change

Style

Change

Target

Change

Role

Click to edit Master title styleUnderstand Root Cause of

Resistance

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Many people’s

interests will not

always be openly

expressed

Reputation

Social

Workload

Status

Capability

Security

Personal Development

Pride

Impacts on job security, benefits or safety

Loss of growth, training or promotion opportunities

Coping with increased workload or impact on work-life balance

Being perceived as ‘backing-down’ on things they have championed or implementedImpact on

relationships with peers and colleagues

Impact on their status in the organization –formal and informal

Ability to perform their role if knowledge or skills requirements change

Still delivering work to their own standards

People may be concerned about …


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About Us

Robotics

Strategy

Change Management


Benchmarking

Training & Coaching

Click to edit Master title styleWhy Run A Benchmark Diagnostic?

• Understand how your finance services compare to top quartile performers, average performers and bottom quartile performers in each process area

• Detect areas for improvement in people, culture, process, technology, service management and organisation

• Understand people implications of management, employee motivation and high levels of attrition

• Enable change and increase the value of your finance function

• Identify further cost savings and informs decisions on the business case forinvestment

• Provide a balanced set of metrics to aid your decision making and identify Resourcing and Pricing

• Enables progress in realising benefits to be tracked

• Support a mature relationship with stakeholders

Click to edit Master title styleKey Characteristics of our Approach

Simple and Quick.

• We have developed a proven tool that generates a balanced set of performance metrics versus lower,

average and world class benchmarks

• This focused approach minimises data capture effort but provides the interconnected data to understand

true levels of performance.

• We support and guide participants each step of the way by spending time on-site to ensure that data is

validated, and value is derived in a rapid timeframe

Right Level of Detail

• We understand from our network that the right level of benchmarks are required, and will work with you to

validate that our benchmark captures the “right level”

• This will then allow participants to understand their current processes within the shared services

environment against other leading companies in their industry, and answer the question “what can we be

doing better?”

Support

• We will set up an initial workshop to outline the steps in the process and train the individuals inputting in

data capture

• We will provide suggestion for collating the data from the business and aid in this process as necessary,

and support requirements as required post presentation of the results

Click to edit Master title styleBenchmark Diagnostic Approach

Our Approach is customised to the requirements. We plan to spend significant time onsite with the

dedicated points of contact, subject matter experts and key stakeholders to understand the context

and culture, gather and validate data, and develop insights appropriate to the business maturity

*Typical duration. Actual time dependent on ability to obtain data and quality of datareceived.

Click to edit Master title stylePreparation Phase

Establish the project team, and approach to ensure:

– Progress of the project is tracked effectively. This includes the project plan and regular status reporting.

– Effective project communications across the project team and the wider stakeholder community

– Quality Assurance: Verifying that procedures exist that will generate high-quality deliverables and meets the business requirements.

– Risk Management and Issue Resolution: Establishing processes to capture, and manage risks and resolve project issues.

– Customise benchmarking data capture fields

Activities Outputs

– Project plan

– Status reporting template

– Risk and issues log

– Customise data entry fields

– Update web based Web Based Benchmarking Tool

Objectives

To on-board the project team and set up a robust infrastructure leveraging tools for planning, integrating,

and controlling the project. We would follow that by setting up the benchmarking data capture fields for

completion. This ensures expectations are met within the approved scope, cost and time.

Proservartner Value

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– Our expertise in benchmarking across theindustry and within finance functions ensures

that this project is rigorously managed.

– We will use best in class templates and process

models


– Discuss current vision and strategy of shared

services

– Test consistency of the understanding of the

vision and strategy

– Understand implications of the vision and

strategy

– Review governance structures and challenge

appropriateness

– Recommend improvements

Activities Outputs

– Vision and Strategy Diagnostic

– Governance Diagnostic

– Recommendations for improvement

Objectives

Assess the vision and strategy of the finance function considering the culture that has developed and the

brand of shared services with the rest of the business. Review the governance structures set up in the

shared service centre to ensure that they are fit for purpose and effective.

Proservartner Value

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We have specialists that are renowned in shared

services and have worked on setting the strategy

with leading companies such as Diageo and Ernst

& Young

Governance & Strategy Review Phase

Click to edit Master title styleExecutive Interviews

– Identify key individuals with whom to set up 1 to

1 interviews

– Understand the vision and strategy for the

function

– Understand the perception of service from the

business units (divisions)

– Understand the perceived quality levels of the

people and teams involved

– Understand the technology issues that currently

exist

– Understand the current process compliance, and

quality levels

– Map the business architecture

Activities Outputs

– Perceived areas of improvement

– Key issues and risks log

Objectives

To provide an understanding of the business and the finance activities, including the performance levels

achieved, the aspects that work well, the issues and risks that currently exist, and the linkage between the

activities and the business strategy

Proservartner Value

49

Our experience in executive workshops will enable

us to ask the right questions, challenge and

convert the information from the discussions into

insight

Click to edit Master title styleOperational Review

– Identify participants for each of the workshops

– Set up workshops for each process area

– Gain confidence from the user group to speak

openly

– Document key issues and regain team

confidence

– Map the business architecture

Activities Outputs

– Team Issues

– Recommendations for Improvement

Objectives

Facilitated discussions with groups of subject matter experts for each of the sub process areas in scope.

The discussions will highlight the areas of discontent within the particular team, and the associated reasons

for these

Proservartner Value

50

Our experience in hundreds of operational reviews

will enable us to gain the buy in of the participants,

ask the right questions, and develop the

recommendations for improvement

Click to edit Master title styleData Capture Phase

– Agree sources of quantitative (number of FTE

per function) and qualitative (quality of providers

utilised) data

– Gather and review available data for

completeness and quality and reconcile data to

benchmark taxonomy.

– Identify data gaps and agree approach for

closing them

– Agree approach for gathering missing data (if

required) and send out data requests

– Obtain buy in from senior management to utilise

data as baseline.

– Validate the data and the associated findings

Activities Outputs

– Completed benchmark questions in the

Proservartner benchmarking template

– Template uploaded into the Proservartner Web

Based Benchmarking Tool

Objectives

To gather, validate, question and revalidate the data captured for the benchmark initiative. The purpose is to

agree the suitability of this data as a baseline and to identify and gaps or unusual data.

Proservartner Value

51

Our people have over 15 years experience in data

capture and benchmarking with 100s of

organisations. The deployment approach will

utilise workshops, interviews, and our tool that

provides clear templates for use

Click to edit Master title styleReview Findings

– Consolidate results of each of the participants of

the study

– Assess anomalies and ask for further

explanations where required

– Compare benchmarks for each function, and

develop comparison to the average and the

scale of opportunity

– Understand trends and insights from benchmark

– Build a set of customised recommendations

from the gaps against best practice, and the

executive interviews

Activities Outputs

– Comparison benchmark that compares

• Productivity, Quality, Cost and Cycle

Time

• Best practice within each finance area

– Resourcing and Pricing to capture the value

identified via the benchmarking exercise

Objectives

To develop, validate and prioritise a set of improvements on people matters, processes, organisational

structures, the technological environment and service management techniques through the comparison to

best practice

Proservartner Value

52

Our thought leadership and strong network will

enable us to develop valuable insights that can be

utilised pragmatically by the organisation

Click to edit Master title styleReport Phase

– Discuss findings with key subject matter experts

– Validate findings and prioritise based on current

maturity profile

– Build roadmap for implementation

– Develop customised report that provides the

recommendations for change, the opportunity

and suggested Resourcing and Pricing

– Present to senior stakeholders

Activities Outputs

– Validated findings with subject matter experts

– Detailed report and presentation

– Implementation roadmap

Objectives

To consolidate the results, compare the trends, validate the findings with key subject matter experts and

present a report back to senior stakeholders

Proservartner Value

53

Our experience in developing reports and

presenting to key stakeholders to benchmark a

finance function is unparalleled in the industry

Click to edit Master title styleOur Deliverables

1 Benchmark

► For each process area, a comparison benchmark that compares the following against leading practice

► Number of FTE

► Key Performance Indicators (including cost, productivity, cycle time and quality)

► Operational practices within each finance area

► Scope within shared services v retained in the finance function

2 Organisational Structures

► We will compare against best practice

► Spans of control of managers and team members

► Specialisation by sub process area

► Number of organisational levels

► Organisation of country relationships

54


Use Of Technology

► We will assess the current use of technology benchmarked against other organisations, and provide an assessment of where the opportunities exist to:

► Leverage Software As A Services (SAAS) tools

► Automate Transactions

► Optimise Use Of ERP

4 Strategy & Governance► We provide a diagnostic of the current strategy for shared services and the governance

structures that support the current operating model

► Assessing “fit for purpose” strategy

► Analysing effectiveness of current steering mechanisms

► Understanding and comparing against leading practices, the governance around approvals, escalation, process improvement, and service management

20

3


5 Findings and Recommendations

► Our recommendations will focus on the areas that will provide the most benefit for PPD. This will also include the suggestions for implementation and prioritiation of the initiatives that are likely to provide the best return on investment

► We will categorise recommendations into those related to people and culture, process, technology, organisational design, service management and governance

6 Final Report Presentation

► Presentation to the key stakeholders on our findings during the assessment of the financefunction.

► This will take the audience thought the journey of the current state, assessment of each key area, to what the benchmarks illustrate from the comparison with best practice

56

Click to edit Master title styleData Demographics(using similar data from the last 24 months)

The benchmarking dataset for the previous 24 months includes 315 organisations of a similar size to PPD, which forms a comparable benchmark. Multiple sectors are represented, including Transport, Utilities, Manufacturing, Consumer Goods, Retail, Public Sector, Banking and Financial Services and Telecoms, Media and Technology (TMT)

72% of the organisations have an annual turnover of greater than £500m and 44% of the organisations in the dataset have an annual turnover of greater than £5,000m

From our experience, the sector that a company belongs is not a key driver of productivity and the cost of thefinance function, moreover, it is the best practices deployed, level of automation, efficiency and effectivenessof the processes

57

Click to edit Master title styleWeb Based Benchmarking Tool

• Simple: Format that allows easy input of data

• Quick: Designed to deliver fast results

• Quality controlled: We validate and agree inputs

• Relevant: Focused on what matters

• In-depth: Providing detailed analysis of operations, technology and performance

• Action-oriented: Setting a clear direction for change

Aiming high: Your road-map to ‘world-class’ performance

58

Click to edit Master title styleOur Web Based Tool

59

Click to edit Master title styleFinance Benchmark – Process level scope

60


Lifecycle Processes (examples) Systems and practices

Purchase to Pay Invoice Processing

Payments• ERP Systems

Invoice to Cash Sales Invoicing • Imaging & Workflow

Debt Collection • Sub-system integration

Record to Report General LedgerTransactions • Auto Receipts Matching & Posting

Financial Reporting • Business IntelligenceTools

Budgeting & Budgets & Forecasts • On-line Reporting

Planning BusinessAnalysis • Performance Measurement

Tax & Treasury Tax • Preferred Suppliers

Cash Management

61

Finance Module – What it covers

Click to edit Master title styleData Collection

62

To ensure our customers receive the best possible information about their finance

function, data is collected at four levels:

1. Best practice questionnaire: Over a 100 questions on areas of finance

2. Detailed data capture: This will provide the core data for benchmarking

3. Technology data capture: Provides a clear understanding of the IT landscape

REPORTING LEVEL CORPORATE FINANCE

DATA CAPTURE ACCOUNTS PAYABLE

GENERAL LEDGER

STAFF EXPENSES

REPORTING ACCOUNTS RECEIVABLE

INTERCOMPANY CASH APPLICATION

PURCHASING

CORE SYSTEMS

INTEGRATED SYSTEMS

ENABLING TECHNOLOGY SYSTEMS

SPLIT OF RESPONSIBILITY

FINANCE OPERATIONAL PERFORMANCE

Click to edit Master title styleBest Practice Questions

Assess your organisation’s capabilities and level of maturity

63

Click to edit Master title styleCapturing Process Level Performance

Information

30

Click to edit Master title styleAnalysing Process Performance

65

Click to edit Master title styleOutput – Example Metrics

66


* 3 admin included in the total

FTE in this area

Output – Example Benchmark Findings

67

Click to edit Master title styleOutput – Example Roadmap for Change

68

Click to edit Master title styleOutput

69

Once the information has been uploaded, we provide you with an executive summary and

recommendations supported by a detailed analysis which includes:

• Comparisons with other shared services

• Process cost as a percentage of total cost or total revenue

• Unit cost per transaction and productivity per FTE

• Non-value add, defects and rework levels

• SLAperformance

• Automation levels and technology related costs

• Best practice maturity profile (technology, process and people)

• System integration and enabling technologies used

The output from benchmark includes a comprehensive range of graphs from summary to

detailed level depending on whether the presentation will be to process leads or corporate

management.


70

A

G

E

N

D

A

About Us

Robotics

Strategy

Change Management


Benchmarking

Training & Coaching


71

Education vs Training

• Education is all about learning the theory and presenting alternatives for discussion and debate. Sometimes, education is used to reinforce a subject you may already be knowledgeable in. In this program we use the term education for the Senior decision makers that would need to understand the success factors and alternatives in defining a Global Process Organisation.

• Education can be achieved in many ways including by reading, dialogue and interaction with others.

• Training provides a means to deliver the education and the practical experience of using a new skill.

• Training is delivered through the interaction with others that already have the skill who can observe and feedback and provide practical demonstrations of what is needed.

• Classroom sessions will be supported with exercises and practical examples

• Training can be tested by practise and application until the required standard is reached

• Training results in certification leaving no ambiguity about the capabilities and knowledge gained.

• Training includes the need for coaching to further embed the theory received in the classroom

Both education and training are essential elements of learning a new skill


72

The Proservartner Edge

• Content and exercises relevant to industry/processes

• Training material customised to suit delivery environmentRelevant

• Examples that bring the material to life

• At least 30% time spent in exercises and experience sharingInteractive

• High quality training content available for trainees

• After-training support available via telephoneSupport

• All our trainers are experienced practitioners

• We bring our experience of working with leading companiesTrainers

Click to edit Master title styleLeadership Issues in Finance

“People are more difficult to work with than machines. And when you break a person, he

can't be fixed”

COMMON SYMPTONS

• Staff are disengaged are not alignedwith the objectives of the capability

• Culture is disparate and has significant variation between the teams – no sense of identity

• Retaining staff is problematic with staff turnover above 20%

• Focus on high productivity and efficiency rather than high quality and “right first time”

• Employees lack direction and are unsure of what “good” looks like

• Increasing number of internal customer complaints

73

Click to edit Master title styleWe Start as Technically Strong in Finance

STRONG TECHNICAL SKILLS

=STRONG LEADERSHIP SKILLS

74


Peo

ple

Task

Our Leadership Profiling assessment, is based on psychological profilingintroduced in the 1920s and explores four different types of leadershipcharacteristics:

Controlling

Easy Going

DOMINANT INFLUENCER

CAUTIOUS SUPPORTER

Leadership Profiling Approach

40

Click to edit Master title styleDominant

+ Efficient+ Single Minded+ Determined

76

- Critical- Insensitive- Dictatorial

• Motivated by winning, competition and success.• Prioritises accepting challenge, taking action

and achieving immediate results• Described as direct, demanding, forceful, strong

willed, driven, and determined, fast-paced, andself-confident

• May be limited by lack of concern for others, impatience and open scepticism

• May fear being seen as vulnerable or being taken advantage of

• Values competency, action, concrete results, personal freedom, challenges

Click to edit Master title styleInfluencer

+ Enthusiastic+ Spontaneous+ Creative

- Superficial- Undisciplined- Egotistical

• Motivated by social recognition, group activities, and relationships

• Prioritises taking action, collaboration, and expressing enthusiasm

• Described as convincing, magnetic, enthusiastic, warm, trusting and optimistic

• May be limited by being impulsive and disorganized and having lack of follow-through

• May fear loss of influence,disapproval and being ignored

• Values coaching and counselling, freedom of expression and democratic relationships

77

Click to edit Master title styleSupporter

+ Friendly+ Helpful+ Co-operative

- Soft / weak- Can’t say no- Too sensitive

• Motivated by cooperation, opportunities to help and sincere appreciation

• Prioritises giving support, collaboration and maintaining stability

• Described as calm, patient, predictable, deliberate, stable and consistent

• May be limited by being indecisive, overly accommodating and tendency to avoid change

• May fear change, loss of stabilityand offending others

• Values loyalty, helping others and security

78

Click to edit Master title styleCautious

+ Patient+ Detailed+ Deliberate

- Slow- Nit picking- Indecisive

• Motivated by opportunities to gain knowledge, showing their expertise, and quality work

• Prioritises ensuring accuracy, maintaining stability, and challenging assumptions

• Described as careful, cautious, systematic, diplomatic, accurate and tactful

• May be limited by being overcritical, overanalysing and isolating themselves

• May fear criticism and being wrong.• Values quality and accuracy

79

Click to edit Master title styleLeadership Profile Summary

80

Click to edit Master title styleOur Training Capability

81

Cultural

•Understandwhy culture isimportant

•Train on particularcultures

•Providescenarious toaidunderstanding

Project Management

•Detailed projectmanagementtraining alignedto CMI qualification

•Focused on shared serviceswith relevant examples

Lean

•Embedding leanthinking

•Removingwaste

•Services is not manufaacturing

Team Leader / Supervisor Training

•Technical v peopleleadership

•Soft skilldevelopment

•Enabling teamleaders andsupervisors tolead, manage stakeholdersand motivate

New Ways ofWorking

•Training to theretainedorganisation

•How to workwith sharedservices

ContinuousImprovement

•Operational Excellence

•Culture ofcontinuouslyimproving

ProcessOwnership

•What is an end to end process

•Owning v managing

•Define the jobdesription

•Roles andresponsibilties

Click to edit Master title styleCultural Training

82

• Anyone that is involved in cultural changeWho should attend?

Course duration • 6 hours

Delivery method • Videos• Classroom training combined with scenarios & exercises (in groups and individually)• Real life finance examples will be used to aid learning

This training is aimed at those that need to understand the culture of a country, organisation, function and process area

Description

• Define culture• Understand the importance of culture in a finance environment• Learn about the different existing cultures for the countries in scope, the

organisation, the functions that will be reviewed and the process areas

Course objectives

Pricing (additional VAT if applicable and business

expenses)

• GBP 200 per person for up to 10 participants• GBP 150 per person for 11 participants and over

Click to edit Master title styleProject Management Training

83

• Individuals that wish to be trained on project managementWho should attend?

Course duration

Day 1

• Project management – introduction

• Project initiation

• Project planning

• Exercises and team games

Day 2

• Project execution

• Project controlling

• Project closing

• Project management framework

• Two days

Delivery method • Classroom training combined with scenarios & exercises (in groups and individually)• Real life SSC examples used to aid learning

This training is aimed at transforming operational individuals into effective project managers in a shared services environment

Description

• Understand key project management guidelines and best practices• Provide a practical insight into project manager role in a SSC environment• Learn how to use Project Management Framework in practice

Course objectives


expenses)

• GBP 500 per person for the first 10 participants• GBP 450 per person for next 30 participants over the course of 12 months• GBP 400 per person for over 40 participants over the course of 12 months

Click to edit Master title styleLean Training

84

Proservartner offers five levels

of training, certification and

accreditation. These range from

the entry level White Belt to the

advanced Master Black Belt

qualifications.

Each level of attainment is

rigorously examined and tested

before certification.

The trainings have shown to

increase employee engagement,

motivation and helped with

retention.

•Training

•Testing

•Project support

•Certification

White Belt

(1-day program)

•Training

•Testing

•Project support

•Certification

Yellow Belt

(2-day program)

•Training

•Testing

•Project

•Certification (British Quality Foundation)

Green Belt

(5-day program)

•Training

•Testing

•2 Projects, Mentoring


Black Belt

(10-day program)

•Training

•Testing

•2 Projects, Mentoring


Master Black Belt

(10-day program

Price

£50 per person per session (minimum 20

attendees and 2-sessions per day)

£50 per person per session (minimum 20

attendees and 2-sessions per day)

£5,000 per person (minimum of 2) Certification and

mentoring cost included

£10,000 per person Certification and


£10,000 per personCertification and



Focused on Finance

85

Cultural




Project Management



Lean


•Removingwaste






New Ways ofWorking






ProcessOwnership





Click to edit Master title styleAspiring Team Leader Training

86

Aspiring Team Leader

Training

Managers Training

Team Leader Training

Aspiring Team Leader Training Programme

Module Description Mode of Learning

Hours of Learning

Managing Change: Understanding Change

This course outlines what is meant by change, as well as the importance and benefits of implementing change

within an organization. It also details the three different types of organizational change: strategic adjustments, strategic reorientation, and transformational change

OnlineClassroom

26

Advanced Communication Skills

Understanding communication excellence/The art and science of influence/Dealing with challenging situations

OnlineClassroom

214

Elements of a Cohesive Team

This course introduces techniques for building a cohesive team and highlights how poor communication, a trust-deficient atmosphere, and a lack of cooperation among team members leads to failure of the team achieving its

goals. This course covers what needs to happen in order to reach true unity and cohesiveness, which will in turn take

the team to new heights

OnlineClassroom

26

12

Mo

nth

Pro

gram

Click to edit Master title styleTeam Leader Training

87


Training

Managers Training


Team Leader Training Programme


Hours of Learning

First Time Manager:

Challenges

This course describes ways to establish credibility and manage former colleagues effectively

OnlineClassroom

13

Delegating Appropriate Tasks

Delegating tasks requires careful consideration. This Business Impact explores strategies for delegating tasks to employees

OnlineClassroom

13

Leader as Motivator

Motivating employees isn't easy. This Challenge examines what leaders can do to create workplace environments where people

feel motivated

OnlineClassroom

28

How To Motivate A Team

This practical workshop helps delegates to establish practical strategies to motivate their team for optimum performance in the

face of any challenge

OnlineClassroom

141

2 M

on

thP

rogr

am


88


Training

Managers Training




Hours of Learning

Mastering Difficult Conversations

Plan, Prepare and Set ObjectivesPlan constructively and establish clear objectives

Prepare, deliver and deal with difficult conversations Getting the right mind set: overcoming the need to be liked

Section Two - Attitude and Communication StyleKnow how to deal with ‘hard’ and ‘soft’ issues: behaviour,

attitude, manner, manipulation How to face difficult conversations, head on

Maximising OutcomesQuestioning tips, Interaction strategies, Opening lines

Specific ConversationsHow to handle difficult conversations with confidence:

Underperformance, Delivering criticism, Giving bad news, Having to say ‘no’, Dismissal

OnlineClassroom

28

Persuading And Influencing People

Understand persuasion/Preparing to persuade/Explore what others want/Communication Style/Overcome

resistance/State your case persuasively

OnlineClassroom

28

12

Mo

nth

Pro

gram


89


Training

Managers Training




Hours of Learning

Introduction to

Supervision and

Team Leadership

The modern team leader - The skills of an effective team leader / Understand the supervisor’s position within the organisation/ The five

key areas of team supervision: lead; communicate; organise; plan; control

Effective team leadership - Meet the expectations of your team / Adapting your leadership style and role / Applying the GRIPS model of

team leadership / Setting SMART goals and objectivesDevelop your leadership style - Using different management styles for

different situations / Pinpoint your own management style and evaluate for effectiveness /

Learn how to effectively manage your friendsMotivating and developing others - Delivering practical feedback to overcome conduct and capability issues / Setting, monitoring and

driving commitment to performance standards

OnlineClassroom

316

Effective Team

Comms

In this course, you'll learn the importance of fostering a team environment that encourages open and supportive communication.

You will learn to recognize common verbal barriers that can seriously interfere with team productivity and learn strategies for eliminating those barriers. This course also covers active listening and presents

techniques for listening more effectively to teammates, thereby encouraging the sharing of ideas within the team

OnlineClassroom

14

12

Mo

nth

Pro

gram

Click to edit Master title styleManager Training

90

Manager Training Programme


Hours of Learning

Managing Your

Manager

This session addresses common issues when managing upwards, and will help you to develop a more positive and productive working

relationship with your manager

OnlineClassroom

2 6

Managing New

Managers

This course covers the elements of an effective orientation program. It then illustrates some appropriate techniques for training new

managers, such as job coaching, customer and supplier visits, and involvement in shared projects with other teams. Finally, it

introduces a mentoring model so you can help new managers realize their leadership potential

OnlineClassroom

26

Conflict Resolution

This course offers you an understanding about what causes conflicts on a team and the important role of healthy communication in handling conflicts. It presents many best practice approaches to

resolving conflicts and illustrates the tenets of principled negotiation. By learning the principles and strategies presented in this course, you will have the skills to keep your high-performance teams away from destructive patterns of conflict and on track to

achieving their goals

OnlineClassroom

26


Training

Managers Training


12

Mo

nth

Pro

gram


91



Hours of Learning

Persuading And Influencing

People

Understand persuasion/Preparing to persuade/Explore what others want/Communication Style/Overcome

resistance/State your case persuasively

OnlineClassroom

316

Mastering Difficult

Conversations

Plan, Prepare and Set Objectives/Attitude and Communication Style/Specific Conversations

OnlineClassroom

28

Delivering Bad News Effectively

Delivering bad news effectively requires strong leadership. This Challenge Series product examines the process for

communicating such news with skill, tact, and candour

OnlineClassroom

13


Training

Managers Training


12

Mo

nth

Pro

gram


92



Hours of Learning

Effective Team Comms

In this course, you'll learn the importance of fostering a team environment that encourages open and supportive communication.

You will learn to recognize common verbal barriers that can seriously interfere with team productivity and learn strategies for eliminating those barriers. This course also covers active listening

and presents techniques for listening more effectively to teammates, thereby encouraging the sharing of ideas within the

team

OnlineClassroom

13

People and Team

Management

The level of course content makes this team management course most suitable for managers who have direct reports

OnlineClassroom

316


Training

Managers Training


12

Mo

nth

Pro

gram

Click to edit Master title styleTeam Leader and Manager Training Pricing

• Our pricing model is based on the selected programme and the

annual number of participants

93

Programme Number of Participants Pricing (per person)

Aspiring Team Leader 0 – 5 GBP 3,350

6 – 15 GBP 3,000

16 – 25 GBP 2,750

Team Leader Training 0 – 5 GBP 4,000

5 – 15 GBP 3,750

15 – 25 GBP 3,500

Manager Training 0 – 5 GBP 4,750

5 – 15 GBP 4,250

15 – 25 GBP 3,900


Focused on Finance

94

Cultural




Project Management



Lean


•Removingwaste






New Ways ofWorking






ProcessOwnership





Click to edit Master title styleNew Ways Of Working Training

95

• Anyone that is involved is in the retained organisation structureWho should attend?

Course duration • 8 hours


This training is aimed at the retained organisation working with shared services and adapting to a new way of working

Description

• Consider what has changed and what remains the same• Understand how to work with the shared service centre• Learn how to be successful in the new normal

Course objectives


expenses)


Click to edit Master title styleContinuous Improvement Training

96

• Anyone that is involved in continuous improvementWho should attend?

Course duration

Day 1

• Individual leadership styles

• Define CI

• Building a CI culture

Day 2

• CI frameworks

• What is bestfitting to the SSC

• CI tools andtechniques

Day 3

• CI tools and techniques

• Where CI goeswrong

• Perf mgt

Day 4

• Running a CI program

• Winning trust

• Making it a success

Day 5

• Visual management

• Motivating teams

• Managing measures

• Five days


This training is aimed at those interesting in continuous improvement to create a framework, culture and mindset to enable SSC outcomes to be achieved

Description

• Understand how to develop a continuous improvement culture• Develop the frameworks to enable “more from the same“

• Leveraging visual management techniques to measure the right things

Course objectives


expenses)

• GBP 5,100 per person for one person (plus 1,400 additional follow up coaching)• GBP 3,600 per person for two to five persons• GBP 3,000 per person for over five persons


Focused on Finance

97

Cultural




Project Management



Lean


•Removingwaste






New Ways ofWorking






ProcessOwnership





Click to edit Master title styleProcess Owner Training Approach

• Proservartner training programs are designed to assist organisations that are facing the challenges of making the Global Process Owner role effective and drive the benefits from ongoing process transformation.

• Our Approach is comprehensive, tailored to each organisation and individual ensuring that the interests of both the organisation and employee are catered for.

• The methodology focuses on a blended approach of class room learning and on the role coaching.

• To implement effectively, organisations need to be clear of the role of a Global Process Owner. As well as for new Global Process Owners we provide training on how to prepare the organisation to work with the team leaders and the business management. This includes how to measure and drive benefits in a process managed organisation.

• Practical training and workshop sessions in a face-to-face classroom environment delivered by a specialist practitioner.

98

Senior Manager Education

Team leader Training in a

GPO structure

Global Process Owner

Training

Click to edit Master title styleSenior Manager Education

99

Senior Manager Education Session

Course Description Mode of Learning

Hours of Learning

The role of a GPO

The role of a GPO; the approach and strategic benefit to an organisation. The relationship to functional leaders.

The impact on shared services and operations, the skills and behaviours required.How to plan and budget for effective Process Ownership

The need for effective management of data.

Classroom 2.5

Alternative Governance

models

Review alternative governance models, from the process Superuser to the creation of a process centric organisation including defining the major benefits of

each and a review of the key components including ;• Talent pool management within different models

• Measurement systems• Infrastructure requirements

• Organisational Impact• Implementation strategies

Classroom 2

The importanceof change

management

Understand the need to drive the desired behaviours within an organisation adopting a process based ownership team.

How to create a service based management culture underlinesStakeholder review and management

Analysis of typical behaviours in a process centric organisation

Classroom 1

Future of Global process

ownership

Potential future strategies for Process based organisationRoadmap development and maturity profiling

Effective Benchmarking strategiesOrganisational Partnering strategies

Classroom 1



GPO structure


Training

Click to edit Master title styleGlobal Process Owner Training

100

Aspiring Team Leader Training Program


Hours of Learning

What is Process Ownership. Background

and context including Process Owner

Governance.

Transitioning into a GPO position can be both exciting and potentially overwhelming. The scale of the activity needs to be clearly defined and the expectations of the role examined. An understanding of the background to process ownership helps to provide context and depth. Understanding the alternative governance models and

how the different options are measured and implemented

Classroom 7.5

Technical understanding, how to measure, SLA v

KPI’s. The importance of managing data and

technology

The theory behind the development of the role and the requirements around process measurement. Managing Technology strategies and budgets. Generating process

improvement strategies and methodologies.

Classroom 7.5

Practical steps in process ownership.

Understanding the day to day activity

A practical journey through he day to day activity of being a process ownership. Dealing with organisational

complexity and working with IT teams and shared services.

Classroom 7.5



GPO structure


Training

Click to edit Master title styleGlobal Process Owner Training

101

Aspiring Team Leader Training Program


Hours of Learning

Leadership through influence and adoptingthe appropriate way to interact with different

teams

Process Ownership requires strong influencing leadership style. Understanding your own style and what aspects that may or may not need to change is

key to making a successful transition to the role

Classroom 7.5

Stakeholder Management managing

stakeholders and assessing change

readiness. Understanding service

versus people management

Process Ownership operates in a complex stakeholder environment which adds complexity to change

particularly if the process operates across multiple geographies.

Change Management is a fundamental skill requirement for a process owner.

Classroom 7.5

Knowledge testing and certification

Proservartner 5 day training provides certification following knowledge testing.



GPO structure


Training

Click to edit Master title styleTeam Leader Training in a GPO structure

102

Team Leader Training Sessions


Hours of Learning

The role of a Global Process Owner

An introduction to the role of a Global Process Owner, the context for shared services, how does it impact the day to day activity of a shared

service. The context of reporting lines and the split of responsibilities in a matrix management structure

Classroom 2

Process performance and

Measurement

End to end process development and the process measurement, introduction to partnership agreements and SLA’s and Process performance. Line management versus process management..

Developing effective role profiles and work instructions that work with in a process owner governance model

Classroom 3.5

ChangeManagement

Executing change within a Global Process Structure and the clarity of responsibilities between GPO and Teams. The structure of projects and

the approach to business cases within a process context.

Classroom 2

Managing your resource pool

The role of the GPO in talent pool management developing process based job profiles, and developing effective career structures in a process centric organisation. Understanding the team profile mix.

Obtaining feedback for employee appraisals

Classroom 3.5

Supported with exercises and real life casestudies.



GPO structure


Training

Click to edit Master title styleProcess Owner Pricing

103


Training


Team Leader Training in a

GPO structure


• GBP 6,500 per person for up to 5 participants• GBP 5,000 per person for 6 participants and over


our capability and introduction_february 2017

Documents