Director LCI for Business Service Operations
- Models for creating the agile organisation of the future
- Lessons learnt and business outcomes from implementing process mining, RPA at scale and AI
- Fresh ways to embed customer-centric improvements across a complex business
11:00 AM Interactive Discussion Groups
A. Mergers and acquisitions: aligning cultures and processes
Many industries are facing merger and acquisition activity, from Automotive to Medical Devices to Energy. In this timely discussion, we will be addressing the major pain points of a merger from an OPEX perspective. You will find out how other companies are determining an appropriate level of guidance throughout the change. You will then deep dive into how to handle the process landscape, overcome cultural differences and resistance, and ensure that excellence is maintained both throughout and after the merger.
B. GDPR: taking the pain out of ongoing compliance
Share approaches with your peers on how to best manage the ongoing challenges of GDPR compliance. You will compare the different ways that companies are organising the systems and processes that are affected by GDPR and the benefits and downsides of each. How connected or disconnected are the different functions involved in on-going compliance? Ultimately this groups aims to identify the emerging best practice in making compliance easier for the business.
Frank A. Wimmer, Head of Process and ICS Office, Alpiq
C. How are companies re-inventing process to be more agile?
As more businesses move to a more flexible, agile approach to improvement and transformation, OPEX leaders must make key decisions about how to make this work at a practical level within their organisational context. Hear about Nissan’s approach to the inherent challenges, followed by structured discussion around key issues including:
▪ Implementation of agile squads throughout the business
▪ Changes to organisational structures to support a more agile way of work
▪ What does an agile process framework look like? ▪ How can we transition to it?
▪ Protecting the end-to-end customer view and long-term planning in an agile environment
Emilio Ibáñez, Head of Operational Excellence, Nissan
D. Empowering colleagues from the ground-up to get behind an improvement
▪ Devolving power to colleagues on the coalface: weighing up the benefits and the risks
▪ Putting the systems and processes in place to enable operational colleagues to have input into improvements
▪ Defining responsibilities throughout a diverse, multi-site organisation and cascading the strategic goals to the frontline
▪ Freeing up the right people to contribute to CI in a meaningful way
▪ Creating lasting communication and engagement with different types of colleagues to keep the change alive
John Bilsland, Head of CI, Network Rail
E. Collaboration across the globe: underpinning enterprise-wide change
Collaborating within a global team can be a job on its own: keeping an initiative alive, the stakeholders engaged, the message right, and not overlooking a site.
Here we will share novel approaches to collaboration including reliable and engaging tools, creative ideas for engagement and how to avoid common failures.
Gerard C. Poolman, CI Lead, Shell Chemicals
F. Embracing a more diverse workforce and new ways of thinking
There is plenty of rhetoric in the business world around diversity in the workplace and embracing difference – but what does that mean at a practical level for organisational culture and ways of work? We will talk through examples of companies that have taken advantage of the new perspectives entering their workplace, and how to channel this into enhanced innovation, efficiencies and competitive advantage.
Tom Lewis, Senior Manager, Process and People Excellence, Baringa Partners
G. Process mining: a practical guide to the benefits and implementation
Process mining is one of they key innovations to move into the OPEX world in recent years. For those who are looking to employ this solution, this discussion will answer questions including but not limited to:
▪ How it works and what to expect from a process discovery project
▪ What are the requisite data and systems?
▪ What do you need to know about integrating process mining solutions within your current systems?
▪ What are the measurable business benefits from the existing case studies?
H. Embedding RPA within the organisation as a new business as usual
As RPA becomes mainstream, OPEX leaders are moving to ensure it as efficient and effective as possible across the organisation on an ongoing basis. Topics under discussion include:
▪ Best practice for embedding RPA skills within the organisation
▪ How to speed up RPA governance: making it more agile while also getting it right
▪ Prioritising RPA work across the organisation with limited resources
▪ Creating a unified approach and avoiding internal battles with AI and other potentially competing functions
I. The gamification of disruptive change
As Millennials come to play a significant role in the workplace, serious games are becoming an attractive tool for engaging colleagues in change and learning initiatives. But what are the use cases and what is involved in using this relatively new tool?
▪ Setting a realistic role and KPIs for a serious game within the overall initiative
▪ Designing an effective serious game with a developer company: ensuring that it will achieve your goal
▪ Estimating the amount of time and resources needed to manage and advocate the use of a serious game in your organisation
▪ Strategies for encouraging non-Millennials to use a serious game to support reskilling or process change
Anu Khanwalkar, Manager, Operational Excellence and Intelligent Automation, Baringa Partners
J. Sustainable OpEx: turning initial change acceptance into long-term transformation
Discuss with your peers the best strategies for creating lasting change in your organisation. Participants will share the benefits, the practicalities and the risks of approaches such as:
▪ Empowerment of colleagues to make improvements to their processes
▪ Employing an Agile methodology within non-IT functions of the business
▪ Reorganisation of a digital workplace, reskilling people to perform different tasks that add value for the customer
K. Blockchain: what is it and what is the potential for improving business operations?
How can organisations drive disruptive transformation through the application of blockchain technologies?
Many industries are now looking to blockchain to see what it can do for them, to reduce business risk, prevent fraud and improve quality and efficiency in specific areas. You will be led through the basis of how blockchain works, the potential operational applications and some of the key processes that need to be put in place in order to make it work.
L. Procurement transformation: lessons learnt
Howard will give the group an update on the NHS Procurement Transformation Programme, followed by discussion with the group around what lessons others can draw from the NHS experience. Key topics for discussion include:
The forward view of IT in procurement: which technologies will act as an enabler for future improvement?
How we have so far overcome the business transformation challenges and how can we tackle the barriers that lie ahead?
The evolving view of operational excellence within NHS Supply Chain and within the broader field of procurement
Howard Blackith, CIO, Supply Chain Coordination Limited, NHS
M. Reporting the business value of OPEX activities in an innovative way that engages the board
Learn a new visual model for reporting on the progress and business value of your improvement initiatives across the business, followed by discussion and questions from the group.
▪ An innovative model for representing the results of your CI programme in a holistic, visual way
▪ How much detail to put into your reports and why
▪ Focusing your report around the strategic objectives of your programme
▪ Making your visualisations dynamic, representing progress and savings over time
Marcin Golabek, Continuous Improvement Director, Ficosa
N. Taking a Lean approach to RPA implementation as an enabler for service productivity
Dominique will share a short case study about the DNA experience of RPA and Lean implementation across the service area of the major Telco business, followed by a sharing of experiences and questions from the group. Points for our discussion will include:
▪ Re-designing organisational structures and responsibilities around the introduction of new robot colleagues
▪ Taking a Lean approach to adapting work flows in an environment incorporating robotics
▪ Managing the transition to a hybrid digital/human workplace, bringing people on board across the Service area
▪ What business outcomes have we seen from RPA so far and what are our future plans?
▪ What would we do differently if we had our time over?
Dominique Akl, Head of Corporate Service Delivery, DNA
O. Supporting the business case for the transformation
We will be looking at the financial justification for a transformation and how it ties into the organisational strategy, including:
▪ Forecasting realistic process efficiency gains
▪ Considering whether the change will improve customer service in a way that can’t be done on current systems
▪ Looking for other potential advantages of the transformation: how will it give you an edge in your market?
P. Why your senior executives need help and what OPEX leaders can do for them
The next frontier on many senior OPEX professionals’ roadmaps is to apply improvement tools at the leadership level, to support decision making and create a culture that strives for excellence from the very coalface all the way to the top. You will hear a practical case study followed by a discussion around the challenges of making this happen. In particular, we will be covering:
▪ The demands on senior executives to make key decisions and the implications of those decisions against a background of increasing time pressure and expectations
▪ How NTMA is tackling these issues and what it has learned from its programme to date
▪ What continuous improvement leaders can do to help their senior executives
John Maxwell, Head of Continuous Improvement, National Treasury Management Agency, Ireland
Gaining and retaining C-level support for OPEX is a persistent challenge for any leader. In this eye-opening case study, featuring their Business Services Operation, you will hear how the LEGO improvement team has made itself integral to business strategy, and the approach they have taken to quantify and communicate the business value of their work, including improving NPS scores and productivity rates in a uniquely LEGO way.
You will walk away with a new understanding of:
- Models for measuring the business impact of improvement initiatives
- The top 3 things to avoid when you are engaging the C-suite
- Presenting a business case and representing the OPEX function in a way that inspires executive sponsorship
Staying within their track rooms, the chairman and speakers will review the main outcomes from each of the talks they have just heard, with input and feedback from the delegate audience on how this can assist OPEX leaders in designing or amending their own roadmaps.