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E Registration@Iqpc.Com.Au “Time out of the office is always hard to justify, but if there’s one date a year I put in my calendar it’s SSO Week. It’s the people and ideas that you can’t put a price on… I have a job to do and attending helps me do exactly that” NEIL PADLEY, DIRECTOR SHARED SERVICES, ECHO ENTERTAINMENT 15th The Next Level of Value: Driving Competitive Advantage & Strategic Business Growth Propelling Strategic Business Growth UNRIVALLED NETWORKING: SSON's BIG IDEAS 2012: 450+ Attendees (70% buy side) Embracing Global Business Services Sometimes we all 65+ Speakers (50% brand new) need to be inspired. Harnessing Big Data Strategies 40+ Conference sessions 5 eye opening 30%+ C-Suite attendees Examining Workforce Transformation perspectives on life and business 5 Big ideas that might make you look at Using Technology As An SSO Enabler 1 Shared Services Week! things a little differently. Attracting Talent & Improving SSO Branding Discovering SSO’s Role In Risk Management 16 - 19 April, 2012 Melbourne Conference & Exhibition Centre www.sharedservicesweek.com.au Lead Partner Associate Lead Partner Conference Partners Associate Partners Event Partners Exhibitors Monday 16th April Warm-Up Workshops 09.00 – 12.30 Make the most of your SSO Week experience and join us for our Warm Up Workshops as well as specialist roundtables for Higher Education, CFOs and CIOs.... WORKSHOP A: WORKSHOP B: WORKSHOP C: WORKSHOP D: WORKSHOP E: Shared Services 101 – B Is For Benefits Realisation – Benchmarking: The Road To Make That Change: A 360 Creating A Service Delivery Embarking On The Journey Delivering On Business Case Becoming Best In Class Degree View Of Change Framework Which Underpins Promises Management Excellence In Customer Service With business transformation remaining 65% of SSO Week 2011 attendees As more and more Australasian Working it’s threads through every Excellent customer service is the a high priority on board room agendas told us they were not on track with companies move to a shared service layer of the shared services journey, nucleus of any business and shared across the region, more and more their benefits realisation plan. When it or outsourced environment to facilitate change management continues to services is no different. After the savings companies are looking to efficient back comes to shared services, a major part their growth strategies, the need for present challenges both at SSO staff have been realised, service is the critical offices as a means to achieve more of the big picture is that SSOs deliver ‘best practice’ rings louder than ever. and business stakeholder levels. In success factor – the maker or breaker - bang for shareholders’ bucks. But in an real dollar savings and efficiencies to With initial payback or ROI achieved, Deloitte’s recent global shared services for any SSO, be it captive or outsourced. industry where planning is everything, improve both cash flow and processing continuous improvement will lead study, 59% of respondents felt that a Yet often, SSO Delivery Frameworks are where do you start? Although there is no for the business. The theory is clear the way to maintaining and achieving better grasp of change management not geared to promote truly exceptional cookie-cutter template for guaranteed – but what about the practice? True additional costsavings and other value- needs would have resulted in a more customer service. After all, there is implementation success, there are clear benefits realisation continues to elude added improvements in your SSO: successful venture. So what is the always room for improvement: lessons learnt for those just starting out many within the shared services and Drawing comparisons with local winning formula when it comes to Defining the correct service charter on their SS expedition: outsourcing industry. We talk rolling out competitors and world class cases change management? Does one even and service catalogues for ensured benefits realisation initiatives in terms exist? Forming and communicating a Using benchmarking for more delivery robust business case OR of strategy, structure, successes and OR OR Conducting a change assessment OR stumbling blocks: tangible performance optimisation Managing customer relations in every Implementing a growth orientated discussions with the business before you start corner of your SSO governance structure Analysing some of the most common Does fast equal furious? When problems encountered Identifying promising areas for Moving from a cost centre to profit Developing a detailed roadmap and business process engineering communicating change, speed is of centre model Dealing with the theories and fallacies paramount importance navigating typical challenges initiatives Moving from a master/slave hidden in that all-important business Stay In Style: Ensuring you Approaching the insource/outsource case Using discoveries to build a relationship to true partnering to breed and onshore/offshore debates compelling business case for change communicate in a way that resonates further customer satisfaction Developing an adequate benefits with your company culture Dealing with cultural integration of classification Prioritising business process Impr oving your issue resolution both internal and external staff improvement initiatives, both short Considering all axis of change techniques and managing demands How to manage risk-to-realisation and long term (people, process and technology) – Tips on branding and positioning Managing an SSO start up and amongst your key stakeholders avoiding common pitfalls Identifying opportunities to better Developing an harmonious strategy your SSO Towards a conclusive approach - align with the business for a long term change program Chris Papadopolous, actual realisation Joseph Soalheira, Director, Corr ectly identifying areas for Sandeep Chitale, Shared Services Specialist Collaborative Insights Sam Austrin-Miner, additional investment in your SSO Head of Business Services, CEO, Consulting Dr. Martin Fahy, Practice Leader APAC, www.sharedservicesweek.com.au T +61 2 9229 1000 E [email protected] 2 The CFO & CIO Forums are strictly Please invitation-only events for CFOs & CIOs Note: from leading public and private sector organisations. All registrants must meet the required selection criteria Monday 16th April BRAND NEW Focus Groups (please contact SSON for more details) 09.00 – 12.30 Focus Group A Focus Group B Focus Group C Shared Closed Door CIO Forum Closed Door CFO Forum Services According to an annual survey of IT budgets and The position of the CFO has dramatically evolved technology trends by the Society of Information to become the linchpin of a successful, sustainable In Higher Management (SIM) companies aren’t cutting IT business. spend. Last year, 65% of the firms responding to The CFO role is now, more than ever, seen as a stepping Education this survey said their budgets would be equal or stone to becoming CEO so CFOs must have the greater to the previous year. That increased to 83% this year, and 85% of Between faculty structure and liberalist views, it leadership skills and blue sky vision to drive true transformation through every the respondents said next year’s budgets would be equal or bigger moving facet of the business. This private, themed roundtable discussion allows CFOs to is safe to say that institutes of higher education forwards. That makes CIOs a very important part of business strategy. The certainly have their own unique set of issues. In share common issues and strategies openly with their peers, from capital raising growing role of technology in today’s commercial environment has ensured to risk management; succession planning to shared services: response to popular demand, SSO Week 2012 that CIOs hold a pivotal position at the boardroom table. Holding the reigns to is giving universities and colleges the chance to the equipment and strategy which acts as the foundation to business growth, Devising strategies to navigate through turbulent times come together to share best practices within their CIOs are faced with their own unique set of problems in ground previously Maintaining your EPS levels and acquiring funding own landscape and to learn from one another how un-trodden. Moving from holding the purse strings to pursuing business strategy to overcome issues such as: The reimagined IT vision and solidifying IT’s value proposition to the Who will be the new face of finance? alentT management and the next Dealing with independent and reluctant business generation of leaders faculties OR The convergence of IT and OT and its impact on Big Data and Real Time OR Financial flexibility: Increasing working capital and accelerating cash flow Cr eating an alternative to a mandated move to decision making shared services Mer gers, acquisitions, consolidation and integration Shifting the emphasis from stagnant automation and standardisation to Instilling a holistic risk and compliance culture and streamlining reporting Amalgamating multiple legacy systems and resilient process excellence approaching the cloud Finance Transformation and the road ahead The CIOs role in guiding business strategy and enablement T alent attraction and harnessing student ability Managing multiple stakeholders and conflicting demands on your time Becoming socially enabled means – transitioning to the new Fr ont office integration and student communication environment James Hatherley, CFO, Australian Air Express administration Generating revenue: A new
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