Main Conference, Day 2

8:00 AM - 8:30 AM Registration & Networking

8:30 AM - 8:40 AM Opening Remarks & Day 1 Recap

8:40 AM - 9:10 AM Live Interview: Organisational structures of the future and what future leadership teams look like

Hash Ladha, Chief Operating Officer, Oasis & Warehouse
  • Grow your business across the group significantly: Oasis’ online platform that lead to award winning initiatives such as 90 minute delivery and ship from store
  • The key leadership principles behind improved business profitability and market performance
  • Optimise a truly omnichannel customer experience through your operating model
  • The importance of leadership in driving a digital workforce

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Hash Ladha

Chief Operating Officer
Oasis & Warehouse
Sanofi are in the top 5 global prescription sales companies and have 25,000 European employees.

Therefore it is fundamental for the organisation to support its internal customers through process and technological enhancements. By doing so the business leaders will have their time freed up to focus on key business activities thanks to the end-to-end process management, standardisation and automation initiatives carried out by Sanofi Business Services.

9:10 AM - 9:40 AM Support the internal customer’s journey through analytics, robotics and end-to-end processes

Christian Boesch, Head of Sanofi Business Services - Program Management Office, Sanofi
  • Optimise the customer experience for 25,000 employees by freeing up their time for key business activities
  • Design thinking: End-to-end process management and the customer journey
  • Robotise and automate business services activities by implementing 50 bots by the end of 2018
  • Combine process management and a state-of-the-art data analytics platform before eventually moving into process mining
  • Standardise processes on a prerequisite of requirements from your core business units

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Christian Boesch

Head of Sanofi Business Services - Program Management Office
Sanofi
The NHS is undergoing an enormous supply chain transformation programme that involves the supply of day-to-day products to its hospitals across the UK. Until now the supply chain has been purchasing only 40% of the total demand, while the new transformation will push for +80%, which will save £600m per year.

In the public sector where transparency is essential, making the right decisions is even more scrutinised than elsewhere, making budget for projects and what suppliers you are using absolutely critical.

9:40 AM - 10:10 AM The NHS Procurement Transformation Programme that will save £2.4 billion in 4 years and involve 1.4 million health service employees

Howard Blackith, Director, NHS Procurement Transformation Programme, UK Department of Health
  • Design a new model for how the programme will work from a process, system and organisational perspective
  • How the new model will break the centralised organisation into 11 supply towers
  • Ensure employees are adverse to and skilled for your transformation initiatives
  • Collaborate with stakeholders, IT, finance, customers and other departments to ensure a seamless transition
  • Create a compelling business case to encourage the hospitals to use your national supply chain by rationalising products and offering more competitive prices

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Howard Blackith

Director, NHS Procurement Transformation Programme
UK Department of Health

10:10 AM - 10:40 AM How information technology in BP exploits predictive big data analytics for continuous improvement

Sangu Thole, Global Head of Continuous Improvement in IT&S, BP
  • Combine your data sources to see what business insights you can gather
  • Predict future patterns and create strategic CI initiatives based on your data insights
  • Put interventions in place in your operational framework to prevent future challenges
  • Evolve the continuous improvement approach from reactive to proactive by leveraging big data insights

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Sangu Thole

Global Head of Continuous Improvement in IT&S
BP

10:40 AM - 11:10 AM Networking Break

Each practitioner (non-vendors) can select 2 discussion groups to take part in.

Each last 40 minutes you will have plenty of time to share your challenges and learn from your peers how they are battling, overcoming and mastering similar issues.

11:10 AM - 12:35 PM Interactive Discussion Groups (IDG)

12:35 PM - 1:35 PM Networking Lunch

Change is nature

1:35 PM - 2:10 PM How market conditions forced an OpEx program to be established and a major cultural change in the trading division at Vattenfall

Gill Graham, Chief Operating Officer, Vattenfall
  • Turning a negative cultural environment - precipitated price volatility and regulations - into a positive one by embracing change
  • “Sell” your operational excellence initiative: Turning people’s knowledge of what needs to be done into how and allow them to own the culture themselves
  • What kind of culture do you need and what are the obstacles: From 0 to 60 OpEx agents in 2 years, and moving the trading floors abroad
  • Show a tangible return on investment with a 33% cost reduction
  • What next: The quest for continuous improvement

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Gill Graham

Chief Operating Officer
Vattenfall

Change is nature

2:10 PM - 2:40 PM How Operations in Japan managed a huge 2 year change management project in Europe

Milan Jerabek, Director of Operations, Danone
  • Keep employees satisfied and motivated amidst change
  • Successfully manage expectations of varying cultures, stakeholders, local businesses and assets through leadership initiatives
  • Balance the expectations of change management for the top level
  • How a major cost-cutting change initiative can reap long-term financial benefits for the business

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Milan Jerabek

Director of Operations
Danone

I have an obsession… with my customers

1:35 PM - 2:10 PM “You had me at Merlot”: Truly understand your customers to offer the ultimate personalised service

Laura Evans, Head of Continuous Improvement, Naked Wines
  • The benefit of having all of your IT in house and how innovation benefits from that
  • The advantage of collaboration being part of your DNA: Working with IT, Sales and Operations
  • How we link customers with similar taste buds: Analyse consumer data and embed that into your operating model
  • Give consumers their information back to them through product personalisation

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Laura Evans

Head of Continuous Improvement
Naked Wines

I have an obsession… with my customers

2:10 PM - 2:40 PM Organise to win: Build a strong organisation and push your capabilities for rapid growth

Wojtek Gajewski, Continuous Improvement Programme Manager, Refresco
  • Improve your work climate by building a stronger organisation and enhancing your people’s capabilities
  • Embrace complexity to be lean and agile at the same time
  • Embed continuous improvement into strategy and business performance management system
  • Assess your performance and improve where necessary

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Wojtek Gajewski

Continuous Improvement Programme Manager
Refresco

Be the leader you would follow and create a culture you want to be a part of

1:35 PM - 2:10 PM Employee engagement: Align performance with the business’ objectives

Marie-Helene Morvan, Director, Transversal Change Agent, Air France
  • Structure and support business initiatives for internal transformation and improved employee experience
  • Change your compensation and performance approaches to be more consistent with the business
  • Establish an agile pool of internal talent
  • Experiment with design thinking for renewed employee experience
  • Measure cultural performance by implementing an employee promotor score

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Marie-Helene Morvan

Director, Transversal Change Agent
Air France

Be the leader you would follow and create a culture you want to be a part of

2:10 PM - 2:40 PM GE global transformation that will enhance business performance levels

James Horton, Lean Director, GE Healthcare
  • Find a hunger for growth to constantly innovate with the customer in mind
  • Achieve process standardisation by ensuring that even when your business changes your culture stays the same
  • Create an environment to overcome problems in the shortest possible time
  • Why recruiting the best talent will take your decision-making capabilities to the next level

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James Horton

Lean Director
GE Healthcare

2:40 PM - 3:10 PM Prize Giveaways & Networking Break

The Lord Carter Review states that hospitals must standardise procedures, be more transparent and look to end variations in quality of care and finances, which could save the NHS up to £5bn a year by 2020 to 2021. The Patient First Improvement Programme at Western Sussex Hospital is a long-term initiative to transforming hospital services for the better. This is a continuous process of improvement within pathways that lead to measurable improvements for patients and staff.

3:40 PM - 4:10 PM Successfully implementing The Patient First Improvement Programme to transform the way services are delivered at the NHS

Anil Mathew, Group Director of Continuous Improvement, NHS
  • Why the Trust CEO and senior leadership decided to build capabilities in house rather than hire an external
  • Have front-line staff go on the customer journey and approach problem solving and root cause analysis to ensure patients come first
  • Train 1,000 employees in Kaizen and Lean methodologies and awareness, to ensure it becomes part of their day-to-day
  • Results and next steps: Standardising the approach across the UK

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Anil Mathew

Group Director of Continuous Improvement
NHS

3:40 PM - 4:10 PM How Warner Bros. Operations & Planning Solutions team partner with Legal and Technology to ensure enterprise readiness for GDPR legislation

Duncan Coleshill, Vice President, Operations & Planning Solutions, Warner Bros.
  • Leverage multi-disciplinary teams who are not used to driving change to better deliver on your organisational strategy
  • Deliver a “mini-process redesign” to focus on delivering change
  • Align your local business with the global standards driven from HQ in the U.S. and Time Warner
  • Create a temporary structure on top of your operating model that allows you to react to issues from GDPR legislation
  • Identify where your data sits and fix gaps to then understand legislation requirements and how to apply that to your business

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Duncan Coleshill

Vice President, Operations & Planning Solutions
Warner Bros.
Procter & Gamble services 95,000 employees from their global shared services across 72 countries and including 532 legal entities. John is delivering a 13 project portfolio, leveraging teams globally to start a multi million dollar net present value. Part of this includes leading the paradigm shift away from human executed processes to those pushed though by technology and supported by humans. The results of this have taken level 3 business processes to over 30% productivity in a short period of time.

4:10 PM - 4:40 PM Lead next generation shared services through global transformation

John Barraclough, SMART Transformation Leader, Procter & Gamble
  • Define digital transformation using UX measures and techniques and become a one-stop shop for customer queries
  • Turn your processes into no touch business processes: Pick the right technology, go live and master end-to-end digital transformation
  • Create an ecosystem that uses multiple technologies to deliver end-to-end automated processes
  • Establish a sustainable methodology that enables quick implementation of global processes, delivering payback within 9-12 months

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John Barraclough

SMART Transformation Leader
Procter & Gamble

4:40 PM - 4:50 PM Closing Remarks & Conference Recap