Two weeks ago, Global Process Owners from organizations of various shapes and sizes, maturities and revenue bands, came together for The Global Process Owner Summit in Chicago. The goal of the forum was to facilitate further maturity and growth for the role of Global Process Owner, and determine the best ways to be successful. Each session shed new light on a variety of relevant topics important to each of our attendees.
To give you a taste…presentations included: how to build the optimal GPO structure, how to have a successful GPO/BPO relationship, and how to sell a concept in shared services to gain buy-in up front.
In true sharedserviceslink fashion, on the first day of the event, we shared the key takeaways from our pre-event research, setting the stage for the forum. On Day Two, Susie presented her top ten tips which summarized critical takeaways from Day One’s sessions and conversations.
For those who could not make it to the Summit, and for anyone craving a good dose of inspiration and information, here are the key takeaways and top tips from The North American Global Process Owner Summit 2015.
From the research - the key findings:
Key Finding #1:
GPOs can and do come into play at start up, stabilization and CI. A GPO is relevant no matter the maturity state of your organization.
Key Finding #2:
Scale is essential in shared services, but it can deter an organization from having a single GPO.
Key Finding #3
GPOs need to be able to mandate, in order to clear the path for process transformation in their organization.
Key Finding #4
Budget is key for transformation. Make sure you have access to the budget. Without it, projects fail.
Key Finding #5
GPOs need to lead -- or be highly involved in – the implementation of enabling technologies that impact their process.
Key Finding #6
GPOs need a strong voice! (This has been a persistent theme since we first started our GPO research).
Key Finding #7
Bad data can be the root of many shared services problems. Your data is the content that your group, tower, or team produces. The quality of this content is very important.
From Day Two - the top tips:
- Be clear on roles and responsibility.
During the presentation from Alan Rouse at Mars Financial, we learned that Mars GPOs govern (they challenge what’s localized). They make the process operational, and they focus on continuous improvement. Without GPOs, many programs would stop.
At Mars, as an example, GPOs own:
Operational processes, continuous improvement, issue management, key user nurturing, knowledge management, ATLAS governance, and process governance
- If you have an outsourcing relationship, get the GPO framework set up early.
For many of our attendees, the GPO/BPO relationship is crucial to the success of both parties.
By establishing the GPO Framework, you establish ownership and KPI’s, against which the success of the BPO, and BPO relationship as a whole, is measured.
- Organizational politics is part of being a GPO.
This is, perhaps, an unfortunate truth, but by being aware of the politics, you can navigate your way throughout the organization and continue to be effective.
- Your standardized process is your wedge.
Without standardization, improvements will not be sustained.
At Walmart, consolidating and standardizing operating activities across the globe is critical so that they can run efficient operations, which allows them to invest where they need to in order to serve their customers.
- Process documentation is key!
In addition to your process leaders and global SME’s, you can (with a light touch) leverage consultants to find a balance in the process documentation that works for the future of your organization.
- Golden processes: define it, document it and roll it out. By doing so you:
- Clarify your central service offering
- Fast-track future centralization
- Provide focus for improvement and sustain improvement efforts
- Support Internal Controls
- See that the GPO has a voice – seniority and authority.
For Pepsi, this means an opportunity to drive global governance, a “Seat at the Table” for GPOs.
At Hanesbrands, the GPO’s influence decisions to drive global standardization and harmonization.
At AbbVie, they are key in Enterprise System Initiatives.
For Monsanto and Bechtel, the Global Process Owners leverage enabling technology to deliver transition and drive critical transformation.
- Have a clear vision.
The Monsanto vision is very clear in supply chain. They want all functions to be aligned in providing the best customer experience with every product and service delivered.
- What does success look like? Define it.
GPOs are key to working across PepsiCo and with the BPO to drive optimization and transformation.
The GPOs have a view of processes and tools across the globe, while each sector is focused only on their scope. Their role is to identify opportunities and work with each sector and country to prioritize, implement and deliver value. They identify gaps and opportunities, and provide end-to-end leadership for OTC, P2P, R2R processes. They leverage BPOs and other enabling tools to drive their productivity and transformation.
For Walmart, the GPOs are there to provide strategic input and operational oversight, and to establish standards.
- GPO’s should stay involved until a project is completed.
Global Process Owners are part of the feedback loop, and have responsibility for keeping projects on time and on target.
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