Day 2 Main Conference: Wednesday, March 24, 2010

Baby Steps Or Big Leaps? Considering The Scope, Scale & Structure

• Determine which functions to incorporate - better to start small with a few transactional processes or go large and ensure maximum efficiency savings?
• Assess how the interface with the rest of the business will be handled
• Highlight the dependencies that exist across process and sub processes

Featured Interview: Shared Services Fostering Enterprise-Wide Collaboration

• What is the real business case for creating an enterprise-wide seat at the table for back office?
• Breaking down the notion of silos - how do you actually do it?
• Advance from a short-term business case timeline to longer-term value generator for the business

Interviewer:
Dan Melchior
North Highland

Interviewee:
Jim Shaughnessy
SVP & Chief Administrative Officer
Orbitz Worldwide

The Genetic Make Up For A World-Class HR Shared Services

• Consolidate and align HR business processes to enable higher performance and continued growth
• Utilize metrics t o guide strategic decisions/cost management on where to increase/decrease staffing in anticipation of higher/reduced workloads and determine when best to insource/outsource
• Take a structural approach to managing a flexible shared services center that can expand/contract to keep pace of business

Paige Cox
Executive Director, Human Resources
Constellation Energy

Adopting A Governance Structure To Support A Global Service Delivery Model

• Achieve harmonization and standardization of core processes
• Receive solutions for collaboration and business management
• Enable the enforcement of standards in different organizational structures
• Increase cost effectiveness and process quality due to comparable performance criteria and exchange of best practice experience

John Merriweather
Director & Global Outsourcer Relations
Colgate Palmolive

Featured Interview: Cost Out Or Bust: Driving Cash Flow Efficiencies While Managing Upfront Costs

• Maintain the upfront cost inhibitor: Achieving process efficiency increases without heavy investment
• Gain better visibility of DSO and DPO tracking across your cash conversion cycle
• Find the gaps and drive real cash returns

Roundtable Discussion: Smart Contracting For BPO Success

• When do you govern for effectiveness gains in the lifecycle?
• How do you ensure your stakeholders are committed to take advantage of potential gains?
• What are the contractual techniques involved in building in innovation?
• What are the governance techniques involved to achieve innovation?
• How do we build a partnership approach versus adversarial approach

Jay Desai VP Global Sourcing Northern Trust

Graham Russell VP Transaction Processing AstraZeneca

Shared Services As The Nexus Of Transformational Cost Re-Alignment

As economists are talking about a "jobless recovery" and a dearth of consumer spending to fuel any real growth, most organizations are facing a need to sustain a new, lower cost structure they may have achieved through traditionally non-stainable means (e.g. salary freezes or even reductions, spend containment, investment postponement, etc.). Shared Services groups should/could be at the nexus of such transformational cost re-alignment. How is your organization viewing the "new economy" and what is your shared service group doing about it?

John Transier Vice President & Controller Unilever	Bill Johnson VP Global Financial Shared Services Coca-Cola Enterprises
Sena Kwawu SVP Finance Shared Services Genworth Financial

From Launch To Stabilization: Secrets To Lasting, High Performing SSOs

• Define your value proposition to effectively communicate the service offerings
• Run your shared services as a brand, taking an innovative approach to project offering that will deliver substantial value over the long-term
• Create a level of accountability and sustainability through transparency of metrics data

Steve Primrose
Global Shared Services Manager
Chevron

Structures For Collaboration & Shared Services: Spider Diagrams At Monster. How Good Are You At Customer Service?

• Hear about a developing model in which individual relationships between SSC team players and internal customers are collected and developed into actionable best-in-class initiatives
• Utilize simple tools to identify weak or under leveraged relationships, coverage gaps, C players and critical performance goals
• Achieve better balance of people, process, and technology, improve your customer service, and have a tool to measure relationships, assist in dealing with organizational turnover, and assessing the reach of the SSC within the organization

Dave Griebl
VP Finance Shared Services
Monster Worldwide

Panel Session: Everything You Need To Know For Efficient Service (Outsourced Or Captive)

Payroll Special Focus

• Implement end-to-end consistent service
• Achieve true globalization through global payroll
• Recognize what you need to look for in your international payroll provider
• Recognize the common challenges (and how to overcome them)

Top 5 Tactics Of Fraud Detection That Create Effective Continuous Monitoring?

• Recognize the importance of automated mechanisms for reviewing transactions
• OFAC, denied parties, and other government control and watch lists
• Vendor setup and verification procedures
• The value of integrating fraud detection and risk analysis in your shared services strategy

Achieving Excellence inWin/Win Negotiation Part II (Double length session continued)

Hear from the leaders: winners in the IACCM ‘Companies Most Admired For Negotiation’ explain their success. Panel discussion.

• Avoiding the pitfalls of value reduction: trading risks and value
• The role of third parties: hero or villain?
• When it’s time to walk away: Distancing winners from losers.

Moderator:
Katherine Kawamoto
VP, Research & Advisory Services
IACCM

Panelists:

Achieving Operating Efficiencies In AP Through Automation

• Determine the best evaluation method for deciding on the right e-invoicing/e-pay solutions
• Establish key metrics for AP automation
• Define a strategy to establish internal AP controls Frank Wissink, Head of U.S. Shared Accounting Service Center, ABB (20% Cost Cutting Reduction 10% Year After)

Featured Interview: Make Or Buy: Determining The Critical Factors When Evaluating Your Delivery Platform

• Highlight the factors emerging as key criteria when evaluating your sourcing model to include sustainability, culture and organizational readiness
• From captive to outsourced (and back again?) managing the migration to ensure you garner that elusive 1%
• Hear about the business areas that do and don't tend to lend themselves to a successful sourcing model development

Interviewer: Phil Searle President & CEO Chazey Partners

Interviewee: Richard Rowan Global Director of Shared Services TRW Automotive

Double Session continued

Designing A Compelling & Convincing Business Base For Start-Up Success & Continued Value

• Determine the common costs and savings associated with business case justification
• Create typical timelines associated with you shared services justification
• Learn techniques for "internal selling" of your shared service center justification

Phil Searle
CEO and Founder
Chazey Partners

Surviving The Waves Of Change - How Do SSO's Quickly Adapt And Thrive Through Organizational And Business Environment Change?

• Hear about the impact economic changes and management direction have had on SSO's
• How to add value during time of rapid growth as well as divestments.
• How to get your SSO ready for any external event that can quickly change your original value proposition.

Interviewer:
Michael Markos
Cemex

Ira Fialkow EVP Shared Services CEMEX

Mark Kingman SVP Disney Worldwide Shared Services

Roundtable Session: Optimizing Working Capital & Accelerating Cash Flow

• Understand the power of shared services in realizing superior working capital performance
• Obtain greater visibility into cash positions and realize arbitration of internal and external cash flows
• Develop mitigation techniques to minimize the effect of globalization on working capital

When Disaster Strikes, Take Action: Why Disaster Recovery Will Never Look The Same Again After The Global Financial Crisis!

• How do CoE's plan for disaster?
• Recognition of the importance of planning for disasters
• A basic understanding of the elements of Business Continuity Planning
• Tools to help your organization develop a comprehensive Business Continuity Planning program

Jim Rundgren
Manager Operations
Northrop Grumman

Implementing First-Class, Post-Award Contract Management & Execution Part II (Double length session continued)

Hear from winners in IACCM’s ‘Most Admired For Post-Award Contract Management’ as they describe the approaches that gained market recognition.

• Defining roles and responsibilities
• Managing communications
• What to do when things go wrong

Panelists:

The Right Way - And Some Wrong Ways To Make Metrics Meaningful

• Use the proven technique of strategy mapping, a visual representation of your organizational goals
• Utilize the power of balanced scorecard techniques
• Incorporate strategy maps and the balanced scorecard as structured ways to select and align goals and measures before you embark on your performance management project

Paul Durn
Senior Director
U.S. Department of Health & Human Services

Panel Discussion: India 2.0, The Next Generation Of China & A Closer Look At Emerging Markets

• Discuss new trends in offshore development and the advantages and disadvantages for each location
• Explore the positives of moving verticals into these areas and how to overcome emerging challenges with this transformation

Jay Desai VP Global Sourcing Northern Trust

Nicolo Gligo Saenz Invest Chile

Esteban Carril Latin America Regional Director EMC

Non Traditional Services: Leveraging New Offerings For Expanded Capability

Outsourcers are developing robust offerings around KPO (knowledge process outsourcing). Expanding capabilities well beyond the transactional back office. For clients that operate an outsourced model, how are they leveraging this type of capability? For internal models, are their similar examples of moving into heavily analytical / research oriented services? For both, how did they get engage customer base for these non-traditional services?

Graham Russell Head of Transactional Services AstraZeneca

Lee Coulter Former SVP Global Shared Services Kraft

Jay Desai VP Global Sourcing Northern Trust

Roundtable Discussion: Everything You Wanted To Ask, But Never Did: Clearing The Air Of Shared Services

• Build a shared services framework for growth
• Learn how to design innovation into your processes
• Establish uniform standards for data and processes to facilitate productive use of tools and programs on a global scale

Sam Poston SVP ScottMadden

Jeff Kemmerer VP Global Shared Services Hershey's

Elevating Your Recruitment Efforts With Smart Partnering

• Identify the evolving skill shift that is needed for you SSO
• Think outside the box in terms of recruitment and take advantage of local talent
• Learn what it takes to build and nuture a motivated team

Maximizing Shared Services Wins With Minimal Investment

• Hear how a gaming company is leading a shared services initiative without the benefit of peer companies having executed similar strategies
• Learn practical tips to achieve wins through process improvement utilizing largely existing technology and resources
• Gain business unit and executive support through active communication

Rick Arpin
SVP & Corporate Controller
MGM Mirage

The Future Of Finance Production - Predictable Processes, Predictable Outcomes

• Achieve at least 20% reduction in compliance efforts by staff
• See a reduction in close days by 20-40%
• Hear about a reduction in financial close efforts by 20%
• Learn how you can achieve a 10% reduction in external audit fees

End of Track

Turkeys Don't Vote For Christmas: Communicating The Value Of Shared Services

• Help the business understand how they can impact and control their costs, critical to building trust and effectiveness
• Understand the cost drivers behind service delivery, and communicate this understanding to the rest of the business
• Understand the reason behind resistance - not everybody will buy the shared service model immediately and not all the people will hold the same opinion
• Prepare yourself for opposition - patience is not only a virtue but a necessity for a happy existence during the transition plan

Esteban Carril
Latin America Regional Director
EMC

Getting More Value from Oracle Enterprise Software - The Last Mile

The return on investment in enterprise software varies widely and like any product lifecycle, how you deploy and operate the software has a significant impact on the business impact over the software's long and useful life, the so-called "Last Mile" in technology enabled business transformation. What can the leaders in Finance and Accounting, HR, Procurement and Supply Chain, and IT do to assure the benefits of process improvement initiatives don't get mitigated or eclipsed? Among the best practices, the key areas include how business leaders work with IT to prioritize, justify, and source the services to deploy and operate their IT solutions. How do you avoid the pitfalls and what does IT need from you to deliver greater ROI from IT projects, deliver the scope of capabilities required, on time, within budget? Challenge Oracle, along with leading customer and industry experts to provide answers to address your most critical issues.

Bob Croker
Senior Director, Industry Strategy and Insight
Oracle

Lori Ridgeway
Senior Director HRIS
JohnsonDiversey

Non Traditional Services: Leveraging New Offerings For Expanded Capability

Outsourcers are developing robust offerings around KPO (knowledge process outsourcing). Expanding capabilities well beyond the transactional back office. For clients that operate an outsourced model, how are they leveraging this type of capability? For internal models, are their similar examples of moving into heavily analytical / research oriented services? For both, how did they get engage customer base for these non-traditional services?

Graham Russell Head of Transactional Services AstraZeneca

Lee Coulter Former SVP Global Shared Services Kraft

Jay Desai VP Global Sourcing Northern Trust