Deloitte Public Sector Shared Services Conference …...Deloitte Public Sector Shared Services Conference 2019 How to be a leader in the digital shared services age and why you need
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Deloitte Public Sector Shared Services Conference 2019How to be a leader in the digital shared services age and why you need to become ‘customer-educated’
Guy Mercier, Independent Strategic Adviser (Formally GBS Lead, Solvay)
1. Digital business environment @ SOLVAY
2. Digital impacts on your operating model
3. Digital next generation of leaders (going beyond the millennials)
4. Key challenges for your digital transformation journey:
how to make of your shared services organisation a real “digital transformation engine” creating value for your customers.
Digital Leadership in Shared Services organisations
1. Solvay Group business environment
350m€
YEARLY BUDGET
30 BANGKOK
SINGAPORE
PRINCETON
SÃO PAULO
CURITIBA
COUNTRIES
Regional Offices Service Centers
LYON
BRUSSELS-PARIS
LISBON
RIGA
56%
18%
19%
7%
HEADCOUNT
2000
NATIONALITIES
40
110SITES
p.s: Guy Mercier as former head of Global Services Delivery Operations covering the 4 End-to-End processes
Solvay SBS as a matured GBS with a global footprint
End-to-End processes service-offering
Procure to Pay (PtP) Order to Cash (OtC) Hire to Retire (HtR)
Record to Report (RtR) Information Services (IS) Services
- 1,295,406 invoices processed
- 44,700 suppliers
- 83.3% supplier payments on time
PILOT - Robotization of report & data
files creation
- 95.6% invoicing accuracy
- 71% payments automatic matching
- 4.89% overdue
- 257 legal entities managed
- Integration of 55 Cytec companies
into Group Reporting
- 91% compliance for Close
New Transfer Price and BFC
administration services go-live
- Google Apps: 80M emails received,
14M sent, 11M documents stored in
Gdrive,
- Freshdesk ticketing tool: 190k
tickets created, 67.24% of users
already satisfied
- 4,200+ HtR tickets created each
month- 27,000 Solvay employees & 40,000
payslips- Requests solved in less than 48h
- 99% payment accuracy
- ISO 9001:2015 & ISO 27001:2013
- 62% trained in Customer Centricity
- Customer Satisfaction Survey rating
3,3
We have 26 Robots in production plus 50 to come in every process with for example: • Chatbot to manage on line questions from 30,000 employees, • RPA to close “smartly” inter-company accounting system• Robot to control and correct wrong invoicing and to manage month end accruals and deliver smart management reports
Solvay Business Services organisation
2013 2014 2015 2016 2017 2018 …2020
SBS LAUNCH
IMPLEMENTATION
STABILISATION
TRANSFORMATION
SERVICE
OPTIMISATION
BUSINESS
ENABLEMENT
The SBS transformation is accelerating
Digital
Excellence
New
Business
Models
Digital
Enablers
& Culture
Objective
Use digital technologies to boost operational excellence
• Increase productivity, efficiency, flexibility, profitability
along the entire value chain
Leverage digital to innovate and disrupt our business models
• Be obsessed about customer needs
• Develop new services based on digital
Create the conditions to enable the digital transformation:
• Change Solvay’s culture & management model towards a
more customer focused, collaborative, open to ecosystem,
agile, analytics and innovation driven organisation
• Develop digital talent & know-how
• Accelerate the adoption of adequate digital tools
Speed up Solvay’s
transformation towards a
more customer centric,
agile, innovation driven
multi-specialty company
Advanced
process
control
CRM
Dental
360
Digital
essentials
Reverse
Mentoring
In line with
Oxygen
Project
Digi4Frack
Digital
lab
notebook
Basic
Infra
2. Digital impact on your operating model: SOLVAY Group vision
Digital@Solvay
OXYGEN
group project
Digital@SBS
Office
Digital Champions
in each Business
and Functions
Data Analytics
Network & Systems@
Solvay Employees
2. Digital Organisation: A network to ensure agility and coherence
AWARENESS PROGRAMS - BRAINSTORMING SESSION
Summarising knowledge transfer during the boot-camps and seminars
Ensuring continuity in the spreading of a digital culture, with content production
Workshops on Digital Transformation, Internal Crowdfunding, etc..
CUSTOMER EXPERIENCE / COLLABORATIVE TOOLS
Identifying the best practices and areas for improvement regarding the method
Spreading collaborative innovation and community building
Examples: Reverse Mentoring, Tools Coaching, Digital Signage, Digital animation
DIGITAL WATCH / LEARNING TOUR
Newsletter, Conference’s invitations, Meeting with Startups
DIGITAL EXPERTISE on demand
Big Data & Visualisation, Search Driven Analytics
Industrial Internet of Things, Operational Process Digitalisation
2. Digital Office: What we can do for you?
I will work
on what matters,
in alignment
with Group
priorities
I will feel less
bureaucratic
burden, on
a daily
basis
I will work in
a simpler,
faster, more
collaborative
environment
I will develop
trust
relationships
with colleagues
and
customers
WHAT DOES IT MEAN FOR ME AND FOR MY CUSTOMERS AT THE END ?
What will change for the individual employee
• Do not roboticise what you are doing wrong today• Adapt your operating model to your customer needs, not technology• Be fast and agile; build operating models “to change” not “to last”• Share experience with your customers and suppliers – and make your
employees happy
Strategic View
• Be ready to change culture and to adapt behavior to customer needs• Do not rely on the market to tell you what to do• Bring new skills on board but train them well and support your existing
organisation during their transformation• Be inclusive and develop a new eco-system – customers and employees• Reward short term successes and do not fail fast
Human view
• Go beyond buzzwords and hype• Build realistic and pragmatic digital transformation roadmaps• Robotisation will run standard processes fast… the ultimate goal will have
to be machine learning
Operational view
3. Digital Next Generation of Leaders
The traditional SSO or bigger GBS models will not survive if they do not create long term value or satisfy their customer needs
SSO model will have to deliver higher quality not only in transactional processing but also through ’tailored-made’ services at the lowest possible cost
Operational efficiency + Cost competitiveness + Compliance are a must do to remain into the competition but customer centricity is a key differentiating factor
And they will require SPEED and AGILITY.
a new way of thinking and designing SSO
4. From Operational Excellence to Services Excellence
Thank you and Good luck … the future is YOURS
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