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OPEX Week: Conference Day Two

8:00 AM - 8:45 AM Breakfast Briefing: The impact of Brexit on business operations

Gabriel Felbermayr, Professor , IFO Center for International Economics
As the UK government invokes Article 50, what plans should UK and European organisations be making to weather the impact on their operations? Some key issues our panel will address include:
  • If companies decide to withdraw administrative and other operations from the UK, how will they manage the reorganisation of global resources?
  • The impact of new immigration restrictions on European and global operations
  • Changes to financial and governance processes within the company

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Gabriel Felbermayr

Professor
IFO Center for International Economics

8:45 AM - 8:55 AM Registration & Networking

8:55 AM - 9:00 AM Chair's Opening Address

Helen Bliss, Cost to Service Delivery Lead, Wilko

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Helen Bliss

Cost to Service Delivery Lead
Wilko
  • What does the process look like at new high growth companies? How does it differ to traditional processes?
  • What can others learn from the experience of creating scalable systems from the ground up? What constitutes best practice now?
  • What is the start-up approach to governance and risk? How can this be translated into the structures of a larger business?
  • How will operational excellence need to change now that newer, more agile companies have proven their staying power?

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Justin Fitzpatrick

Co-founder, COO and CFO
DueDil
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Will White

Operations Director
Loot
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Dean Nash

Head of Legal and Compliance
Monzo Bank

9:40 AM - NaN:NaN AM Strategic alignment of OpEx: from the level of the statement to its execution

Simon Evans, Continuous Improvement Director, Vitality Health Tamasine Lowth, Head of Customer Experience, Vitality Health
  • What should the future look like for the business? What is the strategy to get there and what is the OpEx role in that?
  • Creating an integrated set of tools that are aligned to company objectives
  • How we used a change/improvement approach to support the cascading of strategy within the organisation
  • Making the changes stick: auditing and coaching methods and their effectiveness
  • Ensuring that the organisation can be agile enough to adjust as the business strategy evolves

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Simon Evans

Continuous Improvement Director
Vitality Health
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Tamasine Lowth

Head of Customer Experience
Vitality Health

10:10 AM - 10:40 AM Future proofing operations at EDP distribution: lessons learnt from the Go Digital and JUMP programmes

Virginia Andrade, Associate Director of Organisation Management and Development, EDP Distribution
New business drivers and industry trends led EDP Distribution to evaluate and redefine its process framework for the future. It is running two simultaneous change programmes: the JUMP network operations modernisation and the Go Digital programme. Virginia will give a candid talk about the goals, challenges and initial results from this ambitious transformation, including:
  • Reviewing all processes and systems related to assets and commercial management cycles in order to optimise operations
  • Plans to adapt the organisational structure based on a model of new capability requirements
  • Progress toward realising JUMP, the goals of operational efficiency, customer experience, service quality, commercial development and market innovation

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Virginia Andrade

Associate Director of Organisation Management and Development
EDP Distribution

10:40 AM - 11:10 AM Networking Break

11:10 AM - 12:20 PM Putting in place the infrastructure for a performance management system

Jaco Koen, Associate Director, Business Process Excellence, Europe, Envigo
  • A structured approach with the key elements of the production performance management system
  • What does an effective performance management system looks like? What are the essential elements for success?
  • How to start to implement such a system, and what challenges to expect along the way

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Jaco Koen

Associate Director, Business Process Excellence, Europe
Envigo

11:10 AM - 12:20 PM Legacy systems: experiences with upgrading, automating and scaling up

Marie Hooper, Global Director Customer Experience Print Books, Elsevier
  • The business rationale and strategy behind automating the legacy order system at Elsevier
  • Identifying areas where manual processes could be automated
  • Complications around upgrading legacy systems across global operations
  • Future proofing the new system, making it scalable and agile to accommodate the future needs of the business
  • How do you encourage employees and customers to do something differently, to ensure uptake of the new system?

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Marie Hooper

Global Director Customer Experience Print Books
Elsevier

11:10 AM - 12:20 PM Digital versus analogue: how do we bridge the gap between Lean philosophy and technology?

Marc Gray, Operational Excellence Programme Director, Imperial College London
  • What are the differences when looking at transformation through an OpEx versus a Technology lens?
  • How can business change professions collaborate more effectively to deliver greater business benefit?
  • What methods and tools can be integrated to provide a new project lifecycle embracing the best of both?

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Marc Gray

Operational Excellence Programme Director
Imperial College London

11:10 AM - 12:20 PM Engaging people in systematic improvements

Jas Sinnott, Lean Program Head, Northern Europe, Linde Group
  • What infrastructure does a company need to have in place in order to capture ideas and deliver improvements?
  • Is digital or analogue best? What are the alternatives for how to capture and sustain?
  • Experiences of incentivising versus internalising people’s engagement with improvements/innovation to sustain the initiative
  • What role should leadership play in making this happen? How can we win continued management sponsorship for continuous improvements?

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Jas Sinnott

Lean Program Head, Northern Europe
Linde Group

11:10 AM - 12:20 PM How to manage quality as a part of OpEx: do operations and quality KPIs need to be in competition?

Luis Moutinho, Director, Global Quality, NOV Rig Systems
  • How to create a culture of ‘quality is MY responsibility’ throughout the entire organisation? Can quality requirements and continuous improvement philosophies/methods be embedded into the operational processes and become second nature to operations?
  • Can we re-align the quality KPIs so they bring an added value to the operations and their execution models/processes?
  • Can/should quality KPIs become an integrated part of operational KPIs?
  • Can the operations resources be leveraged to drive quality improvements, with a customer perspective, through the entire value chain?

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Luis Moutinho

Director, Global Quality
NOV Rig Systems

11:10 AM - 12:20 PM How do you go from having OpEx tools to having a culture of continuous improvement?

Simon Holloway, Director of Group Manufacturing, Distribution and Logistics, Specsavers
  • Empowering people to make their own innovations… and mistakes!
  • Driving the mind shift toward one of agile, continuous improvement and innovation at all levels of the business
  • Communicating improvements throughout a complex organisation to ensure global quality, efficiency and competitive edge

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Simon Holloway

Director of Group Manufacturing, Distribution and Logistics
Specsavers

11:10 AM - 12:20 PM Engaging people in a BPM transformation across a diverse business

  • How to use the right language to make people interested in business process management?
  • Finding a way to make employees take ownership of the BPM transformation and manage themselves through it
  • Managing internal and external stakeholders to bring them on board with the change

11:10 AM - 12:20 PM How to reflect your company’s unique competitive edge in your process design

Elke Hollmann, Head Of Process Engineering, Stratec Biomedical
  • Identifying the brand values that your company wants to reflect in its customer interactions
  • How to apply these values to your target operating model
  • Connected data, systems, internal processes and suppliers in an end-to-end approach that ensures the customer experiences these values at all major touch points

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Elke Hollmann

Head Of Process Engineering
Stratec Biomedical

11:10 AM - 12:20 PM Connecting systems and big data to harness the intelligence to drive performance improvement

  • How can we get the most value out of integration of information and technology platforms?
  • Creating a single source of truth so people can access all relevant data from any device, mobile phone or computer
  • Experiences with low code solutions: are they delivering on the promise to enable rapid change and innovation?

11:10 AM - 12:20 PM Manufacturers become service providers: managing the transformation

As manufacturers come to offer a full service package to their customers, how should they manage the process, systems and people changes? And which organisational structures are optimal to create the best experience for customers and the greatest efficiencies in the new service part of the business?

11:10 AM - 12:20 PM Putting the right service level agreements in place to support operational innovation

  • Which models of agreement are companies working with in order to achieve the best outcomes in terms of operational efficiency, innovation and cost?
  • Assessing prospective partners for the expertise and behaviours that will support your business in reaching its next step change
  • Building the right KPIs into service agreements to drive the right behaviours across the end-to-end process
  • Making sure that the relevant accountabilities are understood by all parties within the value chain

11:10 AM - 12:20 PM Developing a collective organisational competence to eliminate waste and reduce operating costs

Louise Copper, Strategic Transformation Leader, Anglian Water Services
  • How to develop a collective organisational competence and infrastructure to enable our people to relentlessly pursue high performance and efficient production/services?
  • Identifying the best the training strategy across a remote workforce
  • Lessons learnt from the deployment and the challenges ahead

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Louise Copper

Strategic Transformation Leader
Anglian Water Services
Register early to be part of this session as places are strictly limited! Share a table with your speaker of choice so you can ask your off-the-record questions, share advice on your common challenges, or just have a good chat and make new contacts.

12:20 PM - 1:20 PM Networking Lunch

Leveraging Digital Transformation and Industry 4.0

1:20 PM - 1:50 PM Bringing together innovation, creativity and OpEx to foster future growth

  • How did we do innovation, from a process point of view?
  • What systems were effective in capturing and monitoring innovative ideas?
  • Engagement of people at all levels in the creative process, to extract the best ideas from the shop floor to the CEO
  • How can others avoid failure in similar programmes? Lessons learnt from the journey

Leveraging Digital Transformation and Industry 4.0

1:55 PM - 2:25 PM Utilising data to improve the end-to-end customer experience

Alison Johnson, Director - Operational Excellence, Vattenfall
  • Making our customer data meaningful: linking together different sources in a coherent, integrated way to drive improvements in customer experience
  • What insights were we able to identify for process improvements to the E2E customer journey?
  • What outcomes are we seeing from the improvements so far?

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Alison Johnson

Director - Operational Excellence
Vattenfall

Leveraging Digital Transformation and Industry 4.0

2:30 PM - 3:00 PM The deployment of a new robotic workflow system: making the best use of technology without it driving the business

Jiwanjot Laly, Global Head of Strategy and Transformation, HSBC
  • What was the business case for introducing the system in the Investment Bank?
  • How we handled the debate between using off-the-shelf processes versus custom processes
  • Our approach to leveraging the new technology and driving the mind set shift to make it happen?
  • What was the reality of the rollout compared to the plan?
  • What were the lessons learnt?
  • What were the operational, financial and customer experience outcomes
  • What is the future strategy? And would we choose to do this again if we had our time over?

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Jiwanjot Laly

Global Head of Strategy and Transformation
HSBC

End-to-end process and sustainable change

1:20 PM - 1:50 PM Engagement of people across the end-to-end customer journey

Jarkko Vuorikoski, First Vice President, Danske Bank
  • Customer Journey thinking and doing
  • Creating a single view of the customer
  • What tools and interconnectivity were used to support the process transformation?
  • Creating an end-to-end workflow between the business silos, connecting each piece to the next to reduce customer effort
  • Transactions versus defining moments: when to delight and when to just make it easy?
  • How to engage and empower employees to do better?

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Jarkko Vuorikoski

First Vice President
Danske Bank

End-to-end process and sustainable change

1:55 PM - 2:25 PM Transformation global change: The UBS PEX Way

Benazir Guha, Operational Excellence, UBS
  • Embedding Lean best practices within bespoke process excellence methodologies for Financial Services
  • An explanation of the UBS PEX Way and its inherent transformation methodologies; Team by Team and Value Stream Optimisation
  • How to choose the appropriate PEX methodology dependent on the business problem and transformation objective
  • A case study demonstrating significant business results achieved from deployment of the UBS PEX Way

Benazir Guha

Operational Excellence
UBS

End-to-end process and sustainable change

2:30 PM - 3:00 PM Local empowerment versus global standardisation: Finding the balance

Iris Kaib, Vice President Corporate First Choice Office, Deutsche Post DHL Pedro Campos, Head of Continuous Improvement, Hogan Lovells
  • How strong is the business case for standardisation? Is it worth rolling out despite resistance?
  • How important is local empowerment of people for motivation and productivity?
  • Is there a balance to be struck between local and global?
  • How can we be more agile and flexible in our approach to this dilemma?

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Iris Kaib

Vice President Corporate First Choice Office
Deutsche Post DHL
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Pedro Campos

Head of Continuous Improvement
Hogan Lovells

OPEX Leaders

8:00 AM - AM The Results of Lean at an operational, tactical and strategic level at Rabobank

John Maes, SVP Lean Centre of Excellence, Rabobank
  • Role of change management
  • How Lean is implemented within Rabobank
  • Combination Lean, Scrum and Lean start-up
  • The contribution of robotics

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John Maes

SVP Lean Centre of Excellence
Rabobank
  • As data and robotics become more fundamental to the way businesses operate, what qualifications, skills and experience should we be looking for to bridge the knowledge gap? How will we manage our talent differently?
  • And how should we look to organise our teams globally, to maximise productivity throughout the business?
  • Should we be pushing for a coming together of OpEx and IT? Or OpEx and CX?
  • And how will digital transformation affect our approach to setting KPIs throughout the business?

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Andre Guyer

Head Digital Transformation, Global Corporate
Zurich
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Karan Walia

Chief Operating Officer EMEA and Global COO Technology Newedge
Societe Generale
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Tom Gutteridge

Co-founder and Creative Director
The People’s Operator

OPEX Leaders

2:30 PM - 3:00 PM Use transformation to fix major issues by ensuring senior leadership are part of the journey

Richard Turner, Global Head of Process Excellence, Deutsche Bank
  • Ensure sponsors, management teams and key people are involved in collaboration and acceleration across the end-to-end process
  • Process labs and creating an environment to crack major problems in a short space of time to make delivery dates more concrete
  • Minimise transformation failure by getting the right people and keeping them engaged
  • Create a cross-departmental and cross-geographical culture of the right employees

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Richard Turner

Global Head of Process Excellence
Deutsche Bank

3:00 PM - 3:30 PM Networking Break

Leveraging Digital Transformation and Industry 4.0

3:30 PM - 4:00 PM Paving the future of global OpEx training: learning and visualisation for a mobile, virtual workforce

Caroline Holyhead, Vice President, BK University (BKU), BNY Mellon
  • Putting forward the case for virtual learning, and overcoming internal doubts about its effectiveness
  • Connecting people in remote areas to central expertise: what new systems and approaches were required to make this a reality?
  • How to engage people in virtual training to ensure the programme adds value to the business
  • Blended learning pathways
  • Which other techniques, skills and technologies will be key enablers going forward, to allow meaningful learning and communication between teams around the world?

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Caroline Holyhead

Vice President, BK University (BKU)
BNY Mellon

End-to-end process and sustainable change

3:30 PM - 4:00 PM Combining customer centrism with OpEx for a bottom line effect

Katy Minson, Head of Customer Experience Transformation, Alliance Healthcare, Walgreens Boots Alliance
  • Getting the processes and people aligned within the OpEx and Customer Experience functions
  • Employee engagement in the customer experience across multiple sites: overcoming the challenges
  • Designing the right KPIs to bring about the desired behaviours
  • Embedding the KPIs and driving accountability and ownership of them throughout key parts of the business
  • Streamlining processes and utilising technology to enable fast changes, to meet the evolving needs of the customer

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Katy Minson

Head of Customer Experience Transformation, Alliance Healthcare
Walgreens Boots Alliance

Corporate Leaders' Boardroom

3:30 PM - 4:00 PM Performance management in the digital era to drive your growth strategy

  • Setting in the performance measurement infrastructure for the transformation
  • Utilising big data to monitor and measure the right aspects of the organisation’s performance and drive the right behaviours
  • Setting metrics that reflect the company’s values and aspirations
  • Using predictive analytics to flag when part of your operations are moving out of spec

Delegates are invited to add a post-it to the conference whiteboard, proposing a question for the panel to address. Other potential issues on the discussion agenda include:
  • Which market forces and technology advancements will drive the next step change? How can we plan for future change?
  • What is the future of operational excellence? How can we evolve our toolkit to support the future needs of the business?
  • Will we see a merging of OpEx, IT, the customer experience and innovation?

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Iris Kaib

Vice President Corporate First Choice Office
Deutsche Post DHL
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Nathan Thompson

Digital and Innovation Director
Volkswagen Financial Services
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Tina Rytter Nørregaard

Operational Excellence Director
Thermo Fisher Scientific
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Paul Snead

Business Architect
ING

5:00 PM - 5:10 PM Chair's Closing Remarks

Helen Bliss, Cost to Service Delivery Lead, Wilko

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Helen Bliss

Cost to Service Delivery Lead
Wilko