SSOs bring more value to enterprises than just lower costs, but the only way to translate this is by truly understanding your enterprise. This remains especially challenging when your SSO is remote, offshore and far away from HQ. How then, can you collaborate better with your enterprise? How can you demonstrate the value your SSO brings to drive greater enterprise agility?
Join us in this Speed Networking Session where you will be able to meet other participants at the Conference! During this session, you will have the opportunity to engage with serval leaders in a short amount of time and exchange business cards to take the conversation beyond the Conference.
Sharmini Krishnan, Director of Transformation Customer and Consumer Solutions and Head of PMI Business Solutions Manila, shares their Transformation journey. GBS Manila is the second largest Global Hub for PMI, today 600 employees strong supporting Customer and Consumer Solutions, Data Analytics, and other new services.
ยท GBS Manilaโs Transformation journey
ยท Centre of Excellence and innovation culture that encompasses continuous improvement and operational excellence
Schaeffler Shared Service Centre is an integral part of the Execution Programme 2025 that focuses on innovation, agility and efficiency. To achieve this goal, they are undergoing a transformation journey within the centre with key milestones set along the way. Mahish Sivaji Ganesan, the Head of Schaeffler's HR Shared Services, shares more on how they are transforming individual processes through standardisation to achieve higher productivity.
BAT started its highly technical journey of migrating product costing to its GBS to support small factory operations with month end closing and costing process. From then till now, they have been able to stabilise operations, consolidating it into a global CoE based out of KL and added value through insights for the factories and the regional/global stakeholders while supporting GBP 6.5bn Product Cost/Cost of Goods Sold management globally. Atif shares more on their journey.
In any organisation, 60% to 70% of culture is driven by management. As a leader, how can you drive a culture of high performance and the values that are important to leadership? How can you ensure the newer employees adapt to your values? How can you use tools and processes to aid in this journey?