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Global Process Owner - The Making of a Hero

Conference, Masterclass13.02.2014 Kensington Close Hotel, London BookmarkDownload programme

Global Process Owner - The Making of a Hero

Global Process Owner - The Making of a Hero

Thursday 13th February 2014, London

Thank you to all who have attended our event. If you missed this one, be sure to check out our event this September, the Global Process Owner Summit.

The essentials for designing a role that effects and maintains significant improvement in finance end-to-end management

The genesis of this event

A few years ago, a new job title appeared on the scene: Global Process Owner. But even now, the job description of a GPO is still up for grabs. Companies are not uniform in the ways they empower a GPO to police, improve, develop and own the end-to-end process.

Some common complaints from professionals with a GPO job title are:

  • IT don’t listen to me, even though the technology directly effects my process.
  • I am still expected to run the function-on top of handling the huge role of Global Process Owner.
  • Whom should I be reporting into, and who is my customer? Who should be reporting into me? Hard lines vs. dotted lines cause confusion.
  • There is a lack of clarity about what the exact role should be. What should a GPO ‘look like’?

The list goes on.

This drove me to design a one-day programme (with a pre-Summit dinner!) to resolve some of these issues, and clarify:

  1. What the responsibilities of a GPO are, and why
  2. How a GPO can encourage, motivate and enforce process change
  3. The reporting lines into and out of a GPO
  4. How a GPO should best liaise with IT and HR to help support process improvement
  5. The optimum relationships between the GPO, the shared services, and the business itself
  6. The skills, capabilities, experience and attitudes which will help a GPO to make heroic gains

Please join me at this Summit. Susie West, CEO, sharedserviceslink and Summit Chair

Global Process Owner - The Making of a Hero

Thursday 13th February 2014, London

    download pdf



08.00 Welcome, registration and coffee

08.30 Opening session
How the day will work and introductions

09.00 Part 1: The role of a GPO and what should be on (and off!) the job description

This session will look at the over-arching aim of a GPO. What is the vision of the job? Is it to improve the process, so that change sticks today, tomorrow and in 5 years’ time? What should the remit of the role be, and how much operational activity should be part of the job? What should the GPO’s relationship with the budget be? We will examine and assess the breadth and depth of the GPO’s role, in order to ensure success.

10.15 Morning coffee break

10.45 Part 2: Reporting lines – what does the optimum governance structure look like?

Whom should the GPO report into, and why? In which directions should the ‘dotted and hard lines’ fan out? How should an outsourcing partner connect into the system? This Part will examine the optimum reporting lines that are most effective for your organisation.

11.45 Part 3: Power and influence – how deep does ownership go?

How much influence can a GPO have regarding technology decisions, the mandating of policy, and exposing ‘rule breakers’? This Part looks at how influence ought to be ‘systematic’ rather than based on corporate politics and how to make the system around the GPO support the GPO’s agreed-upon authority.

13.00 Lunch

13.45 Part 4: The GPO’s relationship with IT and HR

Parts 4 and 5 examine how the governance system needs to be set up. Part 4 looks at how the GPO can best work with IT and HR. What should these relationships look like and why? How often should formal meetings occur, and with what intention and agenda? What should IT’s and HR’s involvement be in the vision that the GPO is leading?

14.45 Afternoon tea

15.00 Part 5: The GPO’s relationship with the shared services, the BPO and the business

This Part continues with the governance theme. We will examine how a framework is designed to ensure that policy is understood, changes are understood, and that the whole business supports the process change. How can a GPO mandate and enforce change to senior management in the business? How can a GPO educate the senior management team on the importance of backing process change? How does the GPO connect with shared services and the outsourcing partner? This Part investigates what the design of an ideal governance framework is for securing awareness and policy application. (Please note, attendees of the GPO Summit are invited to attend the Selling a Vision day for half price should they register for the European Summit for Leaders in Shared Services and Outsourcing*.)

16.15 Part 6: Closing session. What makes a GPO?

This part will be an assessment of the skills, capabilities, background and experience a GPO might look to have or acquire in order to drive change, educate the business, sell the vision, and be the process hero in their company so that performance and service excels.

17.15 Summary

17.30 Close

Global Process Owner - The Making of a Hero

Thursday 13th February 2014, London

Kensington Close Hotel

Wrights Lane
W8 5SP

Tel (UK): +44 (0) 844 770 2322
Tel (International): +44 (0) 207 368 4023
Fax: +44 (0) 207 368 4062

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Global Process Owner - The Making of a Hero

Thursday 13th February 2014, London

Register to the Accounts Payable Technology Summit   download pdf



Dinner Wednesday 12th February 2014 - £70 + VAT

Summit Thursday 13th February 2014 - £699 + VAT

Satisfaction Guarantee At sharedserviceslink

We are absolutely confident that you will receive value for money. To give this belief credence we are offering a money-back guarantee if you feel you have not experienced value for money from attending our events. There is no catch. To qualify for this you need to ensure you liaise with Susie West directly before the end of the conference, and that you attend all conference sessions over the two days. Learning Labs are not included in this guarantee. All refunds will deduct a 10% administration fee.

Registration fee includes:

The fee includes conference documentation, lunch, refreshments, participation in the networking events and administrative expenses. When you register, you will receive an acknowledgement and your invoice. Any discounts offered (including team discounts) also require payment at the time of registration. Payment must be received prior to the conference, and within 30 days of registering. If payment does not arrive less than 10 working days prior to the event, a credit card payment will be requested.

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Payment is due in full upon completion and return of the registration form. Due to limited conference space we advise early registration and payment by credit card to avoid disappointment. Your registration will not be confirmed until payment is received. Admission to the conference will be refused if payment has not been received.

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