Shared Service Centers 2017 Effective performance management for operations & projects management - Kamila Grembowicz - Axiom Groupe
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Shared Service Centers 2017
Effective performance
management for operations &
projects management
Kamila Grembowicz
Shared Services Conference 2017
1
Kamila Grembowicz
Head of Delivery Excellence, Syngenta Business Services
My personal life: My professional life:
• Polish, mom of 2 kids • Deloitte - business consultant
• Degree University Gdansk and • 1997 – joined Novartis Poland
Executive MBA from London • 2001 – FRA Head Europe in Munich
Business School • 2004 – FRA, BPC and Projects for Region
• Like skiing, hiking, jogging Europe - Basel
• Love travel and meeting new people • 2007 – Head of BPC and FRA Financial
Shared Services – Global Pharma Finance
• 2012 – Head of European Shared Service
Center Alcon
• 2013 – Head of Project Office Swiss
Service Center
• 2014 – Head of Planning & Validation,
Novartis GBS
• 2014-2017 – Head of Delivery Excellence ,
Syngenta Business Services
• 2017 – GBS and Transformation Consultant
Shared Services Conference 2017
3
Our agenda
Effective performance management for
operations & projects management
A portfolio approach for SSC optimization &
projects
How you manage globe-spanning operations
Operational excellence in shared services
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4
Components of performance
management
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Components of performance
management
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Who is responsible?
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What is the secret ?
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Who does what in the
performance system?
How we
measure and
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report ?
9
Strategic level – balanced
scorecard can be adapted to SS
Budget,
Customer savings …
satisfaction
NPS …
Cont.
Processes,
improvement
automation,
LEAN …
compliance
…
Shared Services Conference 2017
10Success factors for good key
performance indicators
• Sparse – the fewer KPIs , the better
• Simple – people understand it
• Actionable –each person knows how to affect
outcome
• Owned – KPIs have an owner
• Balanced – it includes both financial and non-financial
metrics
• Aligned – KPIs don’t undermine each other
• Referenced – user can see origins and context
• Drillable – users can drill into details
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112
Example of customer satisfaction
trend
GBS Overall Customer Satisfaction GBS Regional Customer Satisfaction
5.2
1 = completely dissatisfied; 6 = completely satisfied
5.1 GBS Overall Trend: Q4’12 – Q1’14 Trend: 2013 – Q1’14
5.1
5.0
5.0 GCO 4.9 4.9 4.9
4.9 GMO
4.8 4.8
4.8 4.7 4.7 4.7
4.7 4.7
4.7 4.6 4.7 4.6 4.6 4.7
Overall Scoring *
4.6 4.7
4.6 4.5 4.6 4.6
4.5 4.6 4.6 4.4
4.5
4.4 4.4 4.5 4.5
4.4 4.3
4.3 4.4 4.4 4.4
4.2
4.1
4.3 4.1 GBS Overall
4.1 RE 4.1
4.0 4.1 4.1 3.9 AMAC
3.9 US
LaCan
3.8
* ± 0.1 variation possible
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12NPS – Measuring Business Outcomes
in GBS not user satisfaction
Measuring Business Measuring Experience
Outcomes
Service Quality, Execution, Design
Company Business Leaders – Clients – ‘users’ of the service e.g.
outcome depends on business unit employees, managers, Key Users, finance
professionals, suppliers, candidates
Their employees – freeing capacity
Client Engagement Client Satisfaction Surveys CSATs
Net Promoter Score (NPS) • Formal CSATs
• Site Service Reviews - GBS overall service,
- Function (e.g. Finance)
• GBS Dashboard incl AOL reporting - Service Offering (e.g. Recruitment)
• Service Desk Interaction (Smiley
surveys)
Follow up calls
Strategy & Architecture Design & Change
Business strategy alignment Focus Groups & Voice of Client
AOL & business change support Opex projects & service improvement
Shared Services Conference 2017 Source : Forrester and Syngenta
13Operational level – dashboard
example
Shared Services Conference 2017 Data: Coca Cola and Deloitte.
14Quick questions to the audience –
how are projects currently
selected in your organization?
1. Ad hoc or random
2. Selected individually on a case by case basis
3. Evaluated against other projects based on financials ROI
or against other projects based on strategic goals
4. Evaluated against other projects based on financials ROI
AND strategic goals
5. Financial ROI, strategic goals AND optimized, given
budget and resources constrains?
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15Quick questions to the audience –
what's the biggest challenge in
your organization?
1. Governance - inconsistent PPM governance process
across organization
2. Monitoring – lack of reporting / monitoring capabilities
3. Consistent Valuation – difficult to compare projects
because of inconsistent valuation framework
4. Alignment – ineffective processes to align investment
ideas to business strategies
5. Transparency – poor visibility and missed opportunities
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16Shared services portfolio to be
included in the enterprise PPM
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17Why projects portfolio?
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18Good practice for portfolio
management
Gain senior management buy-in
Take phased approach
Develop governance – including Program Office
Use proven portfolio management tools
Prioritize and optimize the portfolio
Continue to monitor portfolio execution and
benefits realization – at each stage gate evaluate
projects against strategies and criteria
Stop projects when needed
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19Example of portforlio tracker
Overall Projects Tracking Resources Time Milestones
ID PRI OWNER Target Resources Milestones $ HR GOV OPS IT C/CM Comments Period
Strategy Execution Projects & Activities
Planning & Process
OA Real Estate Planning Q3 update not available Q2
P 1 Define O&O concept n/a n/a resources issues, see sp. Report month
P 2 Elaborate new services and offers on hold
P 1 CMF / QMF Optimization on track, see sp. Report month
OA IFM CH - month
OA IFM DACHS same status as Q2 Q3
P 2 Business Continuity Plan n/a n/a n/a n/a n/a n/a month
Tools & Systems
P 1 Services as Apps on track, see sp. Report month
OA IGM Implementation n/a n/a n/a n/a n/a n/a improvement from Q2 Q3
OA Improve Basics/ Customer Experience 2.0 Q3
People & Training
OA Focus on People development n/a n/a n/a n/a n/a n/a no Update Q3 Q3
P 1 Training on track, see sp. Report month
OA D&I n/a n/a same status as Q2 Q3
External Opportunities
Compliance, Comms & Change Mgt
OA Compliance improvement from Q2 Q3
OA Communications & Change Mgt same status as Q2 Q3
Other Projects and Initiatives
RE CARs $ t Q3
Other Key Initiatives & Projects
NSC NEPB/EOS/ETS on track, see sp. Report month
NSC GES Focus => Process Simplification n/a n/a n/a n/a n/a n/a n/a n/a on track month
NSC Holiday reduction n/a n/a n/a n/a n/a n/a n/a n/a same status. See note 1) month
RE Planon Implementation some delays, overall on track month
SA Site Strategy Klybeck n/a month
SA EXIT Negotiations with BASF & Huntsman n/a month
HRS AUS eFiles MultiFunction Printing Seek phase
HRS HR_Passbüro Go live Nov 4 Q3
HRS HRA eForms n/a n/a Scoping done Q4
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20KPI definition and Process for
outsourced services
▪ Ensure KPI drives right behaviors and outcome
▪ Agree on calculation methodology across countries, poles and
divisions – including data sources
▪ Establish a process to review monthly KPI’s and Action Plans by
Process Owners and Outsourcing Team.
▪ Review contractual document defining the Critical Service Levels
and Key Metrics ANNUALLY by Global Process Owners
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21What when you know what to
improve ?
Operational Excellence (OPEX), LEAN , 6Sigma …
all to improve performance at all levels
Tools and methodologies include as well change
management
OPEX to be inbuild in your cycle
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22The journey to World-class
OPEX plays role in increasing speed of
execution and outcome focus
Source: Hackett Group
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23How you build it then? Our
lessons learned …
Start with formal OpEx program and systematic training and
build skills
Sponsor, award and communicate initiatives
Include in the personal objectives at ALL LEVELS
Create passion about OpEx and make it desire skill
Build OpEx in the career paths and requirements for promotion
Trust your team and let them experiment
Have fun !
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24Improvement Program – Pulse
Check example
Summary Inflow
Ramp up, target end of Sustain period, target end of 2016:
o Total amount of 14 ideas Jul: • Stabilize idea capturing towards a healthy
• Max initial idea inflow
captured to date capturing • 6 to 10 improvements delivered
• First improvements • Trainings, community and awarding
o Follow up talks with individual started established
teams (leaders) to facilitate • KPI defined and • KPIs established
50 baselined 45
40
idea gathering and submission 35
40 30
well appreciated. 25
30 20
14 17
o Quality of ideas submitted is 20
high, zero invalid entries. 7 7 7
10 2 3 3 3
0
o Quality of initial data entered 17. Jun 01. Jul 15. Jul 29. Jul Aug Sep Oct Nov Dec
could be better Ideas inflow Ideas inflow [forecast] Improvements started [forecast]
Ideas by Teams Ideas by Benefit Types
1 Effort Reduction 10
IT 1
Client Satisfaction 9
3
HR 9 Bottom Line 3
0 2 4 6 8 10 0 2 4 6 8 10 12
HR Process IT Finance Bottom Line Client Satisfaction Effort Reduction
** Few Ideas have multiple benefits
25 Shared Services Conference 2017Example of the improvements
Sr. Project Name Sponsor RAG Current Comment [7-Sep] Current Status [3-Oct] Current Status [12-Oct]
No Name Status Project
Phase
1 Plant Creation A. Green Current 70% of Mobilize and Current Future state workshop is scheduled next Future state workshop scheduled for 11-
Simplification State State done. Successfully week. Sponsor sign off on updated process Oct. Project progressing well & as per plan.
completed the current state and proposed implementation plan to be Should start Implement phase by Oct-end.
workshop done by end of month.
2 Improve local S. Green Mobilize On track. Current state Options for future state will be tabled to Based on the last discussions have come
interview Process workshop being scheduled Sanjeev today. Lead time reduction for up with various options & the project
next week. work level 1-4 can be implemented by end team’s recommendations. Next week will
of this month (variable on GDC LT and start the 1-on-1 engagement with HMs &
global sign off). LT members & gather everyone’s inputs,
to be presented to GDC LT.
3 Simplify B. Green Mobilize Kick Off meeting delayed. Next meeting is scheduled tomorrow. The project will get executed as an A3,
availability of HR Mobilize to start next week. If Hopefully we will have clarity on how through a workshop, scheduled on 14-Oct.
policies delayed next week, project much this could be fast tracked. In the workshop, we will cover Current &
will move into a RED status. Future State/ should start Implement
phase by end-Oct.
4 Improve payment N. Green Mobilize Earlier a slow start, now with a Current state workshop concluded. Future Current State workshop completed & work
process of change in practitioner this state workshop planned for week after consolidated. Practitioner is on leave. Will
vendors project is back on track. next. Aim is to have a proposed complete Future State work in last week of
Current state workshop implementation plan by end of month. Oct. Should start Implement phase by Oct-
scheduled for next week. end.
5 Reduce time to S. Green Mobilize Kick off meeting done. Not Practitioner was on leave and then Have completed Mobilize phase work.
setup SAP much work since then. travelling. Timeline and plan to be Scheduling a 2-day workshop to cover
printers discussed this week. both Current & Future State in the week
starting 7-Nov. Should start Implement
phase by Nov 3rd week.
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26Summary
Perfomance measurement and projects need to be
linked to strategy
We need measure all: return on investment, running
costs, resources – mainly people with right skills,
process quality, customer satisfaction, compliance,
continuous improvement and optimization
We measure different things at different levels
We cannot forget about change management and human
aspects
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27Questions & Answers
Thank you
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