Challenge OF Leadership - Amazon S3
Transcript of Challenge OF Leadership - Amazon S3
Challenge OF LeadershipSHARED SERVICES JOURNEY
Jeff Kemmerer, former VP Global Shared Services, The Hershey Company
Thoughts to consider
• Shared/Business Services is a capability
• “Define” to promote opportunities…NO one right answer
• Linkage to “organization” strategies creates ownership to define
Shared/Business Service goals/strategies
• Organizational culture can be your greatest enabler…
or the most challenging barrier
• The “How” is a critical success factor
• Development of new capabilities within “Business” Service centers
(Engagement Services, Knowledge and Insights Services, etc.)
• Governance can create and strengthen ownership
Integrated model includes enabling technology
• ~$7 billion net sales
• ~14,000 employees aroundthe world
• Products available in over 70 countries around the world
• Hershey products manufactured in 14 countries
Hershey, a global company 2015
GSS Service Center Locations
33
194
3 11
5723
15
36
4
Guadalajara Hershey Cataño Mumbai Manila Shanghai
375 GSS team members around the globe
Journey to Global Shared Services
2010
Process Optimization /
Service Desk
Source to Settle
Record to Report
Order to Cash
2011
20
10
20
11
Process Optimization / Service Desk
Order to Cash
Source to Settle
Record to Report
ConsumerRelations
Global Inside Sales
2012
20
12
Product Lifecycle
Mgmt
2013
20
13
Process Optimization / Service Desk
Global Inside Sales
ConsumerRelations
Product Lifecycle
Mgmt
Order to Cash
Source to Settle
Record to Report
Enterprise Information Management
Travel & Events Mgmt
2014
20
14
GSS HR
Global Master Data Management - TBD
Chief Information Officer Chief Finance Officer Chief Strategy & Admin Officer
Three Drivers to Achieving the Mission
Develop the vision for best practice, cost effective business processes that support the Strategic PlanProcess
• Build a capability to effectively deliver business processes and information services to internal and external customers, driven by customer experienceService Delivery
• Create an organizational culture that builds relationships based on teamwork, collaboration, integrity, and continuous improvement while encouraging career development and personal growth
Organizational Culture
Building trusted business capabilities
• Our Global Process Owners (GPOs) understand and embrace their responsibility to oversee our mission, strategic direction, finances and operations of our workstreams.
Responsible Governance
• We maintain and enhance standard global processes to manage a flat to declining cost structure (excluding growth). “Until proven different, unique is not an option.” J.P. Bilbrey, CEO
Standard Global Processes
• We cultivate mutual beneficial relationships with our stakeholders, partners and customers.Customer Experience
• We are responsive, accessible, visible, agile and adaptive in all business processes and initiatives.Flexibility
• Continuous improvement is embedded in the GSS culture and is an essential component to our success.
Continuous Improvement
• In accordance with our Hershey Values, our people bring different perspectives and innovation into the workplace. Employee involvement and skill development is a way of life.
Diverse Culture
Guiding Principles: How we operate
• Ensure alignment of strategies among their respective
processes is consistent with Global Shared Services
capabilities
• Provide direction around:
• GSS work stream priorities
• Service level agreements
• Changes in Services provided
• Planning and budgeting
• Issue escalation resolution
Global Process Owner model and integral role of IS Business Process Manager
• The Global Process Owner will serve on the GSS Advisory Council to:
• Ensure alignment of strategies among their respective processes are consistent with Global
Shared Services vision and capabilities
• Provide direction around:
• GSS priorities
• Service level agreements
• Changes in Services provided
• Planning and budgeting
• Issue escalation resolution
GPO role on GSS Advisory Council
GPO will be accountable for
• Defining the mission, strategy and vision of the global process
• Developing goals and objectives for the process
• Working collaboratively with the Business Partner Organization Process Leader(s), the GSS
Process Leader and I.S. Business Process Managers (BPM’s) to define process performance
measures and assesses performance against metrics
• Working collaboratively with the Business Partner Organization Process Leader(s), the GSS
Process Leader and BPM’s to define and prioritize process improvement initiatives e.g.
implementing initiatives to move toward the “Open to Possibilities” vision
• Acting as the “voice” of the process to constituents
GSS Leadership Team
• Day to day service delivery issues
• Continuous improvement identification and feedback
• Service Level Agreement performance review
• Service issues review
• Provide multi-directional feedback
GSS Talent:HersheyManilaShanghaiIndiaGuadalajaraPuerto Rico
Director Order to Cash
Director Source to
Settle
Director Record to Report
Sr. Mgr.
Consumer Relations
Director Global Travel
& Events
Sr. Mgr. Product Lifecycle
Mgmt
Sr. Mgr. Global Inside
Sales
Director
GSS HR
OTC GPO STS GPO RTR GPOCR GPO
Consortium* Global Travel GPO
Consortium*
Global Master Data GPO
Consortium*
Global Inside Sales GPO
Information Services
Internal Audit Legal
EIM GPOHR GPO
Consortium*
SVP Chief Corp Strategy & Admin
Officer
VP Global Shared Services
Vice President , Global Shared Services
Director Support Center and Process Optimization
TBD, Leader GSS Master Data Mgmt - Future
Director Enterprise Information Management
Director GSS Asia
Senior ManagerGSS Guadalajara
GSS Hershey
GSS GovernanceStructure
GSS Talent: Hershey, USA Manila, Philippines/Shanghai, China/Mumbai, India Guadalajara, Mexico/Cataño, Puerto Rico
GSS Governance Structure
Order to Cash
Customer Service
Credit
Deduction
Accounts Receivable
Global Inside Sales
Record to Report
General Accounting
Payroll Processing
Payroll Accounting
Source to Settle
Sourcing Admin
Disburse-ments
Accounts Payable
Engage-ment
Services
Consumer Relations
Global Travel Services
IS Support Center
GSS HR
myHR Support Center
Talent Admin
Total Rewards
Employee Master
Global Master
Data
PLM
Material Master
Vendor Master
Customer Master
Pricing Master
Knowledge & Insights
Center of Excellence
Planogram
Nielsen Reporting
Category Mgmt
Process Optimization
OTC GPO RTR GPO STS GPO Engagement Services GPO Consortium*
GSS HR Consortium*
Global Master Data GPO
Consortium*
Knowledge & Insights GPO
Information Services
Internal Audit Legal / EIM
GPO
SVP Chief Corp Strategy &
Admin Officer
VP Global Shared Services
Consumer Relations GPO Consortium
VP Corporate Communications
Director Corporate Communications
VP Quality and Regulatory Compliance
Sr. Counsel Global Regulatory
VP Global Insights
GM Global Hershey Exp & Licensing
Sr Director BE Global Commercial Systems
Global Travel GPO Consortium
GM Mexico
VP AEMEA Supply Chain
GM US Customers NA
GM Canada
National Sales Director, China
Chief Accounting Officer
Sr Director HR AEMEA
Global Master Data GPO ConsortiumVP Global Logistics
SBP Finance & Planning
VP Finance SBU & Planning
VP AEMEA Supply Chain Solutions
VP Chief Information Officer
Audit Director Global IT & Operations
VP Global Customer Capability
VP Global Shared Services
VP Global Sourcing & Strategic Alliances
VP Global Technical Solutions
VP Human Resources
VP HR Strategy & Analytics
GSS HR GPO Consortium
VP Global Total Rewards
VP HRBP Regions & Commercial
VP Talent
VP HRBP Global Functions
• Sustained support from Global Leadership Team
• GSS proven ability to deliver results; build credibility
• Consistently “high” customer satisfaction
• Fully integrated “24/7” working relationship with IS
• Internal Audit and Legal as trusted business partners
• Company Strategic Focus: leveraging global SG&A Expense
Fueled Acceleration and Growth
Dialogue?Questions, Comments, Feedback
20