Reserved for Lead Partner  I

Keynote Presentation: The 5 deadly sins of GLOBAL shared services models

1)   Functional extension vs a single global services identity.

Many global shared service “entities” are born from the concept of geographical functional extension in more cost effective locations, this can detract from the strategic intent of the organisation as functional extension often still focuses on functionally driven objectives. Moving towards a single entity under the management of global process owners ensures greater optimisation and strategic alignment agnostic to function.

2)   Single services  vs integrated value chains

Global shared services are frequently established for their ability to provide cost effective, high volume transactional, low advice benefits. This is still attempted via the siloed single functional service line approach without considering the customers' experience of this fragmented approach. Whilst integrated value chains are a recent development of services models, this approach truly allows shared services to focus on the client experience through an integrated process of service execution.

3)   Fragmented Functional decision-making vs Professional Governance framework.

Service delivery is regularly implemented through independent functional service lines with independent management and decision-making structures.  Adopting a service board approach not only allows fostering collective decision making but also enables consistent,  best of class decisions and practices and provides autonomy to global process owners within the shared services structure that remains focused on the client.

4)   Service on boarding and evaluation practices

A key failure point for any shared service function would be to take on services without robust evaluation framework and service on-boarding protocol. This becomes even more complex in service providers that have adopted integrated values chain offerings.

5)    Insufficient investment in people and culture

As previously mentioned, global shared services are frequently established for their ability to provide high volume transactional processing and perceived “low advice” service benefits in cost effective geographical locations.  This however does not equate to a workforce of low skilled employees and often requires specialists in their field to support the successful adoption of value chain services. The investing in and upskilling of employees across value chains through robust skills assessment and career development plans is a reality within the South African context.  Culture nuances are often underestimated in the establishment of global service centres and cannot be underplayed.

Speaker:

Marletha Hardy, Head of Global Shared Services Johannesburg, HOGAN LOVELLS SERVICES (SOUTH AFRICA) LIMITED

Case Study: ABSA The Evolution as a Data Science Shared Service Team

• The Past: Addressing Absa's legacy way of work.
• The Present: key changes that drove shared service success for data science projects
• The Future: how we plan to better integrate ourselves into business unit projects for fast value delivery

Speaker:

Daniel Wertheimer, Data Scientist, Absa Group

 14:30 - 15:00 (CAT)

Reserved for Lead Partner 2

15:00 - 15:30

(CAT)

15:00-15:30 (CAT)

15:30 - 16:00 (CAT)

“Regain Your Brain”

• In shared services we expect to introduce or migrate to a digital workforce, but what does that mean for you as an individual?
• We know that there are “new ways of work” coming, but how do we prepare ourselves?
• Solution?  Take ownership of your skills, understand your inherent superpowers, start thinking “again” and design your future. 
• Your immediate job title should be: Chief Executive of … (your name) Transformation.

Speaker: 

Alicia Swart,  Executive Manager: Business Performance and Integration - Corporate Centre, Transnet SOC Ltd

Mapping Your Path To The Adoption Of Blockchain

• Launching blockchain trials and proofs of concept
• Analysing blockchain’s ability to automate trust relationships
• Illustrating how resolving identity issues in a transparent way also builds trust, enabling entirely new incentive models that align participants
• The immutability benefit of the blockchain and its benefits to your organisation

Ian Putter, Executive DLT/Blockchain & CA(SA) training, Standard Bank