Main Conference Day Two: Thursday, October 1, 2009

10:55  Executing on the Promise of Customer Focus: Measuring Satisfaction Levels to Refine Your Processes

A fundamental part of establishing and successfully operating a shared services organization is to understand not only what services are important to your customers but also how well you are performing in these areas. Using a strong customer satisfaction measure will enable your organization to establish a quantitative measure of overall performance and track how you will improve over time. In addition, using a customer satisfaction measure can aid in the identification and implementation of continuous improvement opportunities within the organization.

• Develop, implement and benchmark customer satisfaction measurements
• Set improvement priorities and implement targeted corrective actions that yield maximum value
• Utilize a customer satisfaction measure in conjunction with a cost model to price services in line with their value and importance to the organization you support

Melissa Lytell
Director, HR Shared Services
U.S. Department of State

Linda Taglialatela
Deputy Assistant Secretary for Human Resources
U.S. Department of State

10:55  The People and HR Challenges of Expanding Shared Services Globally

You've established stable operations in your HQ country and demonstrated that you can be trusted; now company leadership has challenged you to extend your service globally. It's a familiar story, which can lead to unfamiliar territory. Organizations that have expanded service delivery outside their core locations have learned hard lessons about the people and HR challenges that can ensue. In hindsight, some of these lessons may seem obvious, but in the excitement of delivering a project, it is easy to be shortsighted.

• HR Service delivery sourcing (captive, outsourced, nearshore, offshore)
• Contact center and shared services team startups, near and far
• Getting to good governance
• Developing meaningful business-aligned metrics
• Growing global shared services operations in a dynamic (e.g., downright difficult) business climate

Keith Butterfield
Director, Global HR Shared Services
Caterpillar

10:55  Driving Improved Offshore Performance through Robust Governance

• Leverage globalization to drive business transformation
• Optimize process performance to improve effectiveness by identifying key process owners to champion, showcase early successes, and demonstrate benefits of utilizing LACK resources
• Review the governance framework in place which includes Executive, Operational, and POMP reviews on a monthly and quarterly basis

*The financial target for this initiative was set at 40% of cost savings and this threshold has been consistently met since the inception of the relationship*

Bradley Thacker
Vice President of Corporate Services and Organization Development
Nissan North America

10:55 Double Session Roundtable: Putting Leadership Back Into Strategy - Qualities for the Executive Suite

*Note: This is a double session and runs until 12:20

When evaluating how world-class companies pull ahead of the competition in challenging business conditions, experts consistently pinpoint one differentiating factor: strong leadership. Today's challenging economy calls for global executives who can lead strategically, responsibly, and ethically. Your role in setting strategic direction, allocating resources and serving as an early warning system is becoming increasingly prominent and even more visible in this turbulent market. The weak economy has shaken up shareholder values and as a result, you must take on greater accountability and exude strong leadership with a close connection to the supporting business units you govern.

• Create an environment of ownership and accountability at every level of the organization
• Discuss the role of leadership in corporate strategy: What makes a great leader? How do we get the “right one” in the door?
• Drive customer-strategic thinking across the enterprise

Rajan Mehndiratta
Global Accounts Payable Controller
Intel

Elizabeth McPherson
Director HR Service Center
Agrium

Paul Bartley
Director Program Support Center
Department of Health & Human Services

11:35  Panel Discussion: 2009 Location Outlook: Evaluating the Evolving Regions to Maximize Your Offshoring Strategy

We're pleased to bring you the 2009 Location Outlook Debate. It's a difficult choice, finding the right place to go with your offshore environment, but we've got some exerts to help ease the pain. We'll talk through India, Mexico, China, Canada and other regions, discussing the critical selection criteria, types of functions or projects that make good candidates for offshore outsourcing, and how to determine if the right resources are readily available.

• Determine how big the project needs to be in order to make significant savings
• Use a blend of criteria and metrics to define the offshore attractiveness of nations including; maturity, critical mass and export revenue
• Discuss which locations are currently attracting more interest globally and which should be considered with caution

Jay Desai
VP, Global Sourcing
Northern Trust

Tony Lucente
Director, Organization Support
Nissan North America

11:35  Cash is King! How to Keep It Flowing: Demonstrating a Very Real "Value Add" with Credit and Collections Receivables Management

Credit risk and exposure will have to be managed and monitored ever more closely with a vigilant eye kept on warning signs for company failure amongst your client base. All organizations should be reviewing their credit risk process and asking if it still meets the requirements of these turbulent times.

• How have companies adjusted their processes to deal with today's tough economic times?
• Hear about the opportunities shared services can offer in the cash collections space
• Structure your cash management Function for optimal results
• Segregate credit management; customer facing cash collections; and back office cash application

James Water
Director Finance Shared Services
Schneider National

11:35  Panel Discussion: The Convergence of ITO & BPO

The emergence of BPO has kick-started a trend to 'bundle' ITO and BPO in outsourcing deals. This convergence facilitates an organization to accelerate its agenda to focus on its core competencies and add value to the processes and business as a whole. Attend this panel and learn how to:

• Bundle ITO and BPO to make governance easier
• Progress to broader outsourced solutions faster, more easily and more systematically
• Allow better control of the IT used in the BPO process

Panel Participants:

Ken Grady
Head of Enterprise IT Shared Services
Novartis

Maureen McKinney
Vendor Management
Nike

End of BPO Track

11:35 Double Session Continues

End of Executive Agenda

1:30  Staffing Up! Identifying Best Candidates for Your Shared Services Organization

Building a Shared Services Center from scratch is a daunting but attainable objective. There are hundreds of decisions that will impact the successful operation, from site and consultant selection to migration planning. However, the true basis for long-term success is the development of a proper culture and workplace tone and then selecting, motivating and training the right people for the significant challenges that you will face. Join this session to dissect the critical human capital factors that form the basis of this process and more importantly the lessons – both good and bad – that have been learned by each of member of your peer group

• Recognize the key leadership qualities needed to attract and build a team that works
• Utilize effective analytics to document the skill set of your employees in an effort to bridge the gap among different levels
• Identify core processes versus supporting processes versus both

Elizabeth Mcpherson
Director
HR Service Center Agrium

1:30  Panel Discussion: The Production Platform for Finance Shared Services

Many lessons and insights have been learned from studying the history and dramatic changes made in the manufacturing process. Companies have used technology to bring production efficiencies in transaction management through ERP and transparency to customers interactions in CRM. Finance stands alone in that it's one of the few company functions that does not have the advantage of business process technology to enforce standardizations, create agility and bring precision to the products critical financial information.

• Transform your daily operations from a largely manual process to a technology driven process, allowing your key resources the time to focus on critical issues
• Integrate and automate your approach to financial governance activities – reconciliations, financial close, financial reporting, compliance and enterprise risk
• Achieve ROI efficiency gains ranging from $200,000 to $1,000,000

Moderator:

Theresa Clark
VP Finance
Transformation

Panelists:

Jerry Rezabek
Director Shared Services
Navistar

John Verburgt
Director Compliance & Controls
CME Group

1:30  Panel Discussion: The AP Apprentice Challenge: 30 Ideas In 40 Minutes

In the midst of cost and regulatory compliance pressures, accounts payable departments are striving to improve and extend the services they provide to their own organizations, while looking for innovative ways to reduce costs, increase efficiency and enhance business relationships. But processing invoices quickly and accurately remains a challenging task for any accounts payable organization. These organizations will highlight their steps to automating accounts payable, vying for the title of best in class.

• Turn AP from a data processing center to a profit center by eliminating manual procedures
• Reduce costs with transformed AP Processes and Imaging Workflow
• Global Procurement and optimizing AP functions
• Eliminate errors and tackle the complexity of payment methods

Moderator:

Sherry DePew
Vice President Product Management
Lavante

Panelists:

Beverly Strachan
Account Payable Manager
Crate 7 Barrel

Sue Trevisano
Manager Shared Services
LMI Aerospace

Maureen Craig
Business Controller
Dow Corning Corporation

At the end of the session, there will be a Q&A

2:15  Achieving a Complete End-to-End P2P Process

Utility giant CenterPoint Energy has embarked on a radical transformation of its P2P function. The Buy Right, Pay Right project involves developing, implementing and deploying the procure-to-pay component of the business into a complete end-to-end function through the successful and ongoing integration of people. In this session, you will receive

• A framework for approaching P2P transformation including a discussion of the pros and cons of using this model
• A description of tools used to redefine processes that are based on best practices
• Insight into the role that Change Management plays in process transformation
• Understanding of technology and how it can complement your objectives

The best kept secret about process transformation is that you probably already have the tools at your disposal. Come find out how to gear up and make them work for you!

Julienne Sugarek
Process Project Director
CenterPoint Energy

2:15  Best-in-Class Total HR Outsourcing Transformation

Given historic economic conditions, it's more important than ever that HR leaders leverage the dramatic economies of scale that are available to them through HR Outsourcing. Talent – how to find, acquire, and develop it within your organization – is rapidly becoming the most important differentiator in a globalized economy, creating exciting opportunities for "transformed" HR functions to play a truly strategic role in the business. This session will explore current best practices, lessons learned and new developments as organizations seek to create an optimal HR operating model encompassing outsourcing, shared services and technology.

• Identify the essential ingredients of a successful HRO deal: transition, data protection, governance, people, process and technology issues
• Create a global HRO operating strategy and model
• Perform a cost benefit analysis to identify low hanging fruit;

Gary Wills
Director HR Shared Services
ACCO Brands