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Do you find your time and effort being constantly redirected to administrative processes of day-to-day business? Does it keep you from doing the business of business? The impetus for outsourcing day-to-day business function is on the increase, so that companies can focus on their core business and customers. This is why SMi brings to you it’s first ever Shared Services conference on 25th – 26th June 2001.

Why you should attend:

This conference will guide you through the issues you need to consider when implementing a Shared Services function in your organisation and how to maximise the ROI. It offers you a chance to meet and network with leading industry figures, and is also an excellent way to tap into the vast knowledge and expertise of industry gurus. This is your opportunity to:

Gain practical knowledge on how to implement shared services for one or all operations Discover how to manage costs of operation to minimise cost and maximise value Learn how to integrate web technologies with your ERP system and transferring from legacy system to the Web Hear real life experience and adopt strategies from companies who have implemented shared services

What’s more, if you are looking for an in-depth step by step guide on how to implement shared services in your organisation, then why not attend our half-day interactive workshop on 27th June 2001.

The Reality of Implementing Shared Services and Future Opportunities In association with Roy Barden, Shared Services Leader, Partners for Change

And to find out more about how to determine and develop performance measures, this conference is also featuring another half-day interactive workshop, also on 27th June 2001.

Developing Performance Measures for Shared Services In association with Jill Clancy, Consultant, Bywater

Conference programme

8:30 Registration and Coffee

9:00 Chairman's Opening Remarks

Cora McLoughlin

Cora McLoughlin, Shared Services Centre Manager, Amdahl

9:10 SHARED SERVICES

Philip Hewitson

Philip Hewitson, Chief Executive and Project Director for NHS Shared Services, NHS

  • The need for a shared services approach
  • Collating data of existing systems
  • The KPMG feasibility study
  • The National Framework
  • Benefits and challenges
  • Future possibilities
  • 9:40 YOUR SHARED SERVICES OPERATION

    David Eakin

    David Eakin, Shared Services Procurement Director, Ericsson

  • Implementing shared services for one or all operations
  • Ericsson’s decision to implement all
  • Consolidating procurement Europe-wide
  • Lessons learned
  • Future possibilities
  • 10:20 SHARED SERVICES

    Roel Spee

    Roel Spee, Director, PricewaterhouseCoopers - Plant Location International

  • Key location criteria
  • Greenfield locations versus existing corporate sites
  • Recent location trends
  • Impact of e-business on location selection for SSCs
  • New location models for shared services
  • 11:00 Morning Coffee

    11:20 SHARED SERVICES CENTRES

    Rob Cools

    Rob Cools, Director Product Marketing EMEA, PeopleSoft

  • The European single market and shared services
  • Integrating functions
  • Concluding thoughts
  • 12:00 BUILDING A SHARED SERVICE BUSINESS

    Dr David Welbourn

    Dr David Welbourn, Head of Strategy and Business Planning, BT Business Services

  • Behind the group’s restructuring
  • The creation of business services
  • Setting the ground rules
  • Developing a real business
  • 12:40 Lunch

    14:00 AN HR E-SHARED SERVICES OPERATION

    Phil Donnelly

    Phil Donnelly, Head of HR Shared Services, AMP UK

  • What is the HR e-shared services lifecycle?
  • Assessing the management challenges at each stage of the lifecycle
  • Pitfalls to avoid and lessons to be learned
  • 14:40 FINANCIAL SHARED SERVICES

    Vincent Chesney

    Vincent Chesney, EFSS Change Director, DHL Finance Services B.V.

  • Implementation of our Financial Shared Services
  • Web-enabling accounts payable invoice authorisation
  • Lessons learned and future possibilities
  • 15:20 Afternoon Tea

    15:40 PREPARATION FOR THE E-ENABLED SHARED SERVICE

    David Roberts

    David Roberts, IT Director - Finance, Rolls-Royce

  • Reinforcing commonalised processes across the organisation
  • Helping business units adapt to new processes
  • Achieving the right level of consultation
  • Defining the role of the ‘e-team’
  • 16:20 E-SHARED SERVICES

    Mike Theaker

    Mike Theaker, Head, e-HR Consulting Practice, IBM Global Services

  • How the HR service centre helps IBM EMEA support an international business
  • ‘Ask HR’ service provision
  • Benefits achieved and customer satisfaction levels
  • Priorities for 2001
  • Implementation challenges
  • 17:00 Chairman's Closing Remarks and Close of Day One

    17:10 Drinks Reception for Delegates and Speakers

    8:30 Re-registration and Coffee

    9:00 Chairman's Opening Remarks

    Martin Brenig-Jones

    Martin Brenig-Jones, Director, Catalyst Consulting

    9:10 CREATING SUCCESSFUL SHARED SERVICES

    John Begley

    John Begley, General Manager, Business Support Centre, BAA

  • A brief outline of BAA’s shared services vision
  • Creating a service level agreement
  • The importance of performance indicators
  • Post implementation issues
  • 9:40 PRICING FOR PROFIT

    Dan Fannin

    Dan Fannin, Director, Shared Client Services, State of Washington

  • Providing solutions/services that exceed client expectations
  • Providing a working environment that minimises staff turnover rate
  • Applying state of the art solutions to legacy working environments
  • Managing costs of operation to minimise cost and maximise value
  • Annually reinventing itself to better serve clients
  • 10:20 SHARED SERVICES

    Andrew Kris

    Andrew Kris, Managing Director, Borderless Executive Search, The Amrop Hever Group,, Founder, Shared Services Forum and Co-Author, Shared Services: Mining for Corporate Gold

  • A different customer
  • Internal services
  • Generic shared services
  • Shared service attributes
  • Pricing strategy for internal services
  • Implementation issues
  • 11:00 Morning Coffee

    11:20 YOUR SHARED SERVICES OPERATION

    Martin Brenig-Jones

    Martin Brenig-Jones, Director, Catalyst Consulting

  • Successful application of Six Sigma to shared service operations
  • Differences of challenges and benefits for small to medium-sized companies
  • Who can afford to successfully run a Six Sigma programme?
  • 12:00 SIX SIGMA FOR SHARED SERVICES

    Jennifer O'Brien

    Jennifer O'Brien, Head of Quality, Delaware Shared Services, JP Morgan Chase and Co.

  • A systematic approach to process improvement
  • Ensuring Six Sigma tools are applied consistently
  • Benefits of Six Sigma in shared services
  • JP Morgan Chase & Co impact and quality
  • Key lessons learned along the way
  • 12:40 Lunch

    14:00 SHARED SERVICES

    Jill Clancy

    Jill Clancy, Consultant, Bywater

  • Key business drivers
  • Types of functions and operations
  • Use of technology
  • Charging and billing
  • The most common and successful charge-back processes
  • Customer satisfaction
  • 14:40 THE SHARED SERVICES CONCEPT

    Shashank Tripathi

    Shashank Tripathi, CEO, Inaltus

  • Eliminating the hassle of your back-office functions
  • Creating a global shared service capability in India
  • e-ReSePSM: web-enabled Remote Service Provision
  • Finance and Accounting for decentralised business units
  • Future possibilities and trends
  • 15:20 Afternoon Tea

    15:40 SHARED SERVICES

    Roy Barden

    Roy Barden, Shared Services Leader, Partners for Change

  • Introduction
  • The evolution of shared services?
  • So what’s the catch?
  • Is the SSC here to stay, or just another fad?
  • The future of shared services
  • 16:20 WEB ENABLED SHARED SERVICES

    Jane Hall

    Jane Hall, European Marketing Director, Captura

  • Integrating web technologies with your current solutions
  • Transferring from legacy systems to the web
  • Managing data
  • Web-enabled systems and marketplace controls
  • 17:00 Chairman's Closing Remarks and Close of Conference

    +

    Workshops

    The Reality of Implementing Shared Services and Future Opportunities
    Workshop

    The Reality of Implementing Shared Services and Future Opportunities

    The Hatton, at etc. venues
    27th June 2001
    London, United Kingdom

    The Reality of Implementing Shared Services and Future Opportunities
    Workshop

    The Reality of Implementing Shared Services and Future Opportunities

    The Hatton, at etc. venues
    27th June 2001
    London, United Kingdom

    The Reality of Implementing Shared Services and Future Opportunities
    Workshop

    The Reality of Implementing Shared Services and Future Opportunities

    The Hatton, at etc. venues
    27th June 2001
    London, United Kingdom

    The Reality of Implementing Shared Services and Future Opportunities
    Workshop

    The Reality of Implementing Shared Services and Future Opportunities

    The Hatton, at etc. venues
    27th June 2001
    London, United Kingdom

    The Reality of Implementing Shared Services and Future Opportunities
    Workshop

    The Reality of Implementing Shared Services and Future Opportunities

    The Hatton, at etc. venues
    27th June 2001
    London, United Kingdom

    Developing Performance Measures for Shared Services
    Workshop

    Developing Performance Measures for Shared Services

    The Hatton, at etc. venues
    27th June 2001
    London, United Kingdom

    Developing Performance Measures for Shared Services
    Workshop

    Developing Performance Measures for Shared Services

    The Hatton, at etc. venues
    27th June 2001
    London, United Kingdom

    Developing Performance Measures for Shared Services
    Workshop

    Developing Performance Measures for Shared Services

    The Hatton, at etc. venues
    27th June 2001
    London, United Kingdom

    Developing Performance Measures for Shared Services
    Workshop

    Developing Performance Measures for Shared Services

    The Hatton, at etc. venues
    27th June 2001
    London, United Kingdom

    Developing Performance Measures for Shared Services
    Workshop

    Developing Performance Measures for Shared Services

    The Hatton, at etc. venues
    27th June 2001
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues

    HOTEL BOOKING FORM

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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