http://www.ferrophototour.com/art-directors-toolkit/
Innovation Roundtable: Shared Services Week in Orlando, March 2009
Participants
Michael T. Lockard
Vice President of Wal-Mart
-MART WAL Financial Services Division SHARED
Phyllis Alesio
Chief Operating Income
BI Services Center
Richard J. Rowan, Jr.
Director of Shared Services Program
TRW AUTOMOTIVE
Gary Critchley
Chief Financial services shared / SCM
MARKS & SPENCER FINANCE Shared Services
Paul Bartley
Director Support Center Program
U.S. Department. Health and Human Services
Sson: Innovation is much debate in the shared services today. What does this mean? Michael Lockard: Innovation for us is something new, doing things differently, in fact, we got the dictionary. It is not about technology or the state of the art, or at best in the class. What new for Wal-Mart because We are only 47 years, the company, not necessarily for others. In fact, we had to do a lot of rehabilitation, because many people do not believe innovation focuses on technology. Our innovation subcommittee focuses on the process and technology: the right people right and process technology. Many of them focused on the design process. How does the innovation process? And honestly, this is what we lack. In the contact center, how to build commitment customers in the current design? Self-Service Level 1, Level 2, Level 3 … this is where we innovate in the way the design process. In some additional parts you'll get most of their valuable comments. For example: how to involve all hours, which affects the client, do things differently? Personal reward, giving $ 1,000 for each new idea offered, after a process change for the better. But to answer your question, how to manage innovation in the process design? – Really, project managers manage the strategy, but the client side are associated with ideas, and are rewarded for making and implementing these ideas.
Phyllis Alesio: For us, Boehringer-Ingelheim, innovation is seen as a competitive advantage that everyone should participate, especially when you Wal-Mart customers are just an innovator. They expect their trading partners to do likewise. So for us, innovation is to do our job properly for the future and bring value to the customer. It is linked to other objectives and goals for the year. Actually we are now trying to determine what tools can use to help people to be innovative and reward, because, really, in the past you have been rewarded for what he has said to do and not think outside the box.
Richard Rowan: I think Phyllis kind contact with our definition of innovation, which is to think outside the box. For me, one of the challenges will personnel in the area, especially North America, with travel restrictions we have now in place, and everything. I spend much more time in the States today, and what tried to attract people who ask, "Why not, why not do this or that?" I see a lot of this kind of thinking in my centers process in general. As on strengthening outside the area, try to go to areas that historically have not been involved in. One of the reasons I come to this conference and last year I did all my staff, because it is an opportunity to meet at the forefront of the measure on the suppliers. The showroom is one of the best places at the moment to find what is out of OB10 and others in this space, for example. These organizations can help find resources to promote innovation that I need. "
Gary Critchley: innovation is one of our fundamental values in Marks & Spencer. It is about changing the culture, the DNA wiring and people think, each Once you sit and watch a process "Is this the best way to do this?" If everyone did this then we have the energy that things happen. Once we have the spirit of continuous innovation, then we add a structure around it. We train people in "creative thinking" example. Or are we going to run "against scandalous" sessions to get ideas. We give you the tools that people can start thinking about how to get there. Other things that we have implemented these "outcome thinking, where we focus the results we want first, then find a way to get there. In other words, forget the process.
For large projects, we will restructure a process of hanging on a wall and taking it apart, look what is the added value and no. There are two approaches: one is to create a mood, then create a structure and framework around the mood. The frame is easy: a lot people can tell you how to evaluate and redesign. Culture is a bit difficult because it requires energy, commitment, and is more difficult.
Bartley Paul: I think we define innovation as "change of thinking." In general, response to something that is outside the organization that has to change, to get a better understanding of what their customers need. Otherwise just change for change, and there is no value there.
There are a number of ways that drive innovation to support Center programs: first, by allowing administrators to make changes and propose changes. Today We are very hierarchical, with little near the top to bottom. No reward for innovation. If you have a great idea and try to implement it, but this is not someone's pet idea, you can be shot down. We are trying to change that. I try to change my part of it, trying to get people to events of this kind to comply with new ideas and empower them to make changes. It can be as simple as putting something online. The important thing is to offer rewards, as already mentioned. We offer cash prizes for ideas and try to reward people immediately.
Sson: Let's look at the cultural challenge to start. Gary mentioned to encourage creative thinking in Marks & Spencer. Can you devote to the way you do that?
Gary Critchley: We are primarily seeks to empower people and get rid of gradism, however, encourage democracy of ideas. It starts with the team, because if the ideas are closing will not work. Another thing is to give people opportunities to be allowed. There is space meeting, which is very important, and we have asked our staff: What do you do with it? He then became a laboratory room ideas hollow, empty bean bags, which offers a space that is the first, his, and secondly, a place to be creative. So we gave them a certain property. We have also provided a toolkit to help them think creatively. So say the results they were thinking and what the results should be, but are trapped in the form of get there. Tools offer a package that includes things like "Opposites outrageous. It works like this: Question-What do you do? People respond timely payment. Question-Ok, so what is the opposite of that? Answer "They do not pay at all. … This generates a lot of creativity and plenty of ideas on a relatively short time.
The reflection group is used for our Lean Finance "programs. One week a month, two processes take place. We will make owners of soil processes and give them the opportunity to leave his job and the phone and ask if they do things best.
We have a portfolio of investments and know exactly what "Lean" programs, invest in it now, I know we have 10 programs, nine of whom are heads of loss, and one of whom is a star. When that is repaid, which will finance the rest. In addition, we operate these projects and Kaizen Blitz "week, which means we have five days to the card, value, measurement, and redesign of the application. This is the action. We have not gone the way of a black belt though. It is more advanced things to focus on the credentials.
Phyllis Alesio: Gary, what was one of their "AHA" moments? Could you do that?
Gary Critchley: Well, we launched to mind for the licensing of SAP and will save us approximately $ 120,000. A man came up with this junior level. We know there are some people in the business that does not suggest that one or two orders a month, so we have a core team. Therefore, we have streamlined the people with the volume of transactions, their licenses were removed and introduced work in the center
Sson: Phyllis, what to do in your organization to foster new ideas?
Phyllis Alesio: We have a couple of new initiatives. The first is to get out of the pharmaceutical industry. Just because we have done what 120 years does not mean it the right way. What is automotive industry? Is there a kind application that can make and implement, or maybe change? We also have a business initiative that is taking the whole community is looking to rethink the way we work. This is called "the workplace of the future." Teleworking is a lot of this. It is get rid of the cubicles and the job of being a mobile worker, at home or at Starbucks. But when you are here to work, it is to collaborate and exchange ideas. It's about creating a workspace that supports this, with lots of light and windows has shown that people more creative.
Michael Lockard: As we are an agile organization Six Sigma, they are not creative by nature. We're more likely to teach a philosophy DMAIC. Most likely overemphasize certification in comparison to actual results, so you probably will take two "process a month" idea to me. I think we need to refocus actually get something done instead of having 20 people certified. Could be beneficial to the person instead of processing and also the results. I think I'll steal a lot of ideas of Marks & Spencer!
Richard Rowan: We are focused on strengthening the culture of our operations. Right now I'm focused on North America. We need to improve processes, and ensure that internationally. What I found is that our services group share in Poland is, of course this kind of thinking, their own. This is not what I see here. At the bottom of the scale, what I'm doing is building on the culture and now that finding the right people in place. But I have meetings all over the world with the whole group when I try to lead this sort of thing. Too often you are busy and the achievement of delivery the next target. It is interesting because the supervisors were so focused on the awareness that this is not a natural step to start to think creatively optimize their resources, particularly if it means sending offshore work. The scope of what we do in North America right now is very low compared to that we do in Poland and Mexico. We are constantly under pressure to the extent of staff reductions and cost concerns, as you expect industry the car. I try to take advantage of my creative world organization, shift work, and set goals. This really working with people and show the possibilities. Treatment to advance the process of innovation by driving through Human Resource assessments each year. My role is to be a catalyst. A few years ago, I was more focused on the aspect of operations. Now I'm driving the future.
It is difficult to create an environment where people are not afraid to put things in place, or mistakes. There are incredible opportunities out there, from a technological standpoint. Our job is to make things happen with the resources we have. It's like a Chess, like, except that playing with multiple cards worldwide. So should not hesitate to request resources, you never know when someone will say yes.
Phyllis Alesio: You said that Poland has done a good job with the process. Can you tell us a little more?
Richard Rowan: Part of it is that we are a relatively young organization, Poland, and culture is one that is very interested in success and do what it takes to succeed. Recently Global Process Owners have changed the accounts payable of one of our people in the United States a person in Poland, and the exponential step up was Incredibly, there will be proactively and
doing things. The group that I have now the U.S. is one that has been around for a while. I'm almost looking for ways to improve my business here in the U.S. is very low. Therefore, as we have hired people United States, I went to ask to ensure that we hire people who make others uncomfortable, disturbing. Accounting In general, we hired a person who has gone far beyond the norm. He is a person just a few years of college. Here is where you start to see what is possible. people seemed a long time much of what has been achieved recently is not possible. So this opens your mind to possibilities. The new centers in Poland and Mexico have now everyone on the board. I try to take advantage of this, everyone gets up below.
Bartley: It is that Paul is going well. One of the initiatives now underway, is to give people in the front. We offer 60 different services, including finance, procurement, IT services, health, etc. The 60 operating managers these services vary depending on what they think their job entails. Until now we focus on the improvement in some areas one is the trip. We run all the way for HHS, so that any employee of the agency at any place to use our system to create an authorization, travel book, and then obtain reimbursement of expenditure on back. The manager we set a year ago has changed completely on track. The client interface is now much easier, communications policy and how to use this system are improved, and what you can and can not do much more clear now. We had a problem with the online system is closed for a week a while ago, but the director has segmented lists based on the public as possible (the network users, approvers, travelers, etc.) and was able to communicate with each group to tell them what they needed to know at the right time to do the job. In fact, it was not be such a big crisis, after all. Now I use it as an example. For example, I asked my group to pay, and if it stops payroll? Have you thought about what you do? Who speaks? How?
Now I'm creating a new function to be called a Service Manager role, helping managers are empowered to improve their other services such as travel manager. At this point my managers tend to be very technical. If you are the head of security, you probably know a lot about security, but probably not much to do with budgets or hiring people. We encourage each of the 60 directors of these skills in business and I think what happens is that some of those who for some time, without these skills also do not think it's too much work and let someone else do it. They will become experts in the functional area and someone with more business acumen can play the role of department head. It's really about building owners business. I want to be able to do each of these 60 people: "why the budget that way?" and do not say, "Well, go ask the boys in the budget. "We need people to enter a paper fees are not necessarily technical experts, but how come in and ask questions. It innovation in and looking at the commands in a different way.
Michael Lockard: What has changed is that the old model is no longer viable. Previously, if you were the expert, you can get and remedy the problems. If you saved a couple of percentage points each year you need a raise. Now we want improve by 10-20% each year. You can not do that by yourself, if you get the right people on board. I think we see more programs that people now, because we are all we must be aware that the strategy of the people. Our jobs have changed, we are more the type of CEO now, and try to find people like to help us raise the bar.
Bartley Paul: I agree. I think there are historical reasons. When all of its inception, was the work of the person to pay for the reduction of payroll processing costs that are more scarce. Now it's time to put someone there that is not so much a technical expert asks, "Why we are paying people in this way at all? "The person who can lead us to the next step. At this high level and want another 15% reduction, a qualitative leap must something else.
Michael Lockard: I remember the 80s, when I was paying for extra boost. So barely worked on more than 3-4%. That's when companies are still growing, and as a percentage of revenues, expenditures were under consideration. Now, with disastrous sales, this cost-control and discipline. We have never been so important to our societies. This is a time for us to shine.
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