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Petra williams final
- 1. Going Global:
A two step approach
to Scalability and Growth
Petra Williams, Senior Global Controller
Former Finance Transformation Lead, Cisco Systems
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 1
- 2. Agenda
Introduction to Cisco
Overview of Finance environment
Changes necessary to align with Business
View on our latest evolution
Questions
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 2
- 3. The Cisco Vision…
Changing the Way We
Work, Live, Play, and Learn
Work Live Play Learn
to shape the future of the Internet by
The Cisco Mission… creating unprecedented value and
opportunity for our customers, employees,
investors and ecosystem partners
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 3
- 4. Challenges to Finance at Cisco
1991-2000 2005-2008 2012
• Company growth • Re-ignite Sales Growth • Busy in BRICs
(56% CGR) • Emerging Markets • New Business Models
• Acquisition activity • Acquisitions restart
(over 80)
2000-2004 2009-2011
• Slowing economy and • Global Markets Slow
changing
market conditions
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 4
- 5. As we moved past 2005 other Cisco forces began to
shape how we organized for the future
Cisco growth +15%: evolve organization to enable and sustain
growth
Emerging Markets growth 35% +: develop long-term solutions for
global scalability
Increasing business complexity: more diverse customer,
product & geographic mix
Organization realignment to address customers holistically
Cisco evolving: globalization, regulatory requirements, emerging
markets, business model, mergers and acquisitions
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 5
- 6. Where were we by 2005?
Finance organised by Region
ERP instance per region
Systems only processing US GAAP
People based in country in traditional model
Variety of local in country processes, often manual
Needed a SCC to help scale to changing business cycles
and cope with economic challenges and business
opportunities brought by organic or acquisition growth of
the future
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 6
- 7. Finance and Accounting Shared Services Today
Record to Report
(R2R) Quote to Cash (QTC)
F&A combines our
GL accounting functional, process, and
geographic expertise to Billing
Fixed assets and A/R
provide integrated best-in-
other B/S
accounting
class service offerings Collections
Statutory reporting
Royalty accounting Delivering to Cisco's
multiple lines of business
Procure to Pay (P2P) Hire to Retire (H2R)
Enabling ―Support the
Business‖ growth in Payroll
PO & VM
scalability, quality and Stock Administration
Accounts payable productivity
Expense
management
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 7
- 8. What Did we tackle first?
Phase I - Regional Shared Service Centre program (May 2006)
Rebuilt ERP platform for Established Markets
Six Sigma review for systems deployment in Emerging Markets
Process centric methodology, simplification and alignment
Split of Front Office and Back Office, Dedicated Deals desk and
Revenue teams, new verticals for SSC tracks
Creation of Business Partner Finance Manger Role
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 8
- 9. Location Evolution: Phase 1 - Regionalisation
Amsterdam
San Jose Tokyo
Singapore
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 9
- 10. Global Center Enabler
Prior state GC Creation
High cost Centralized delivery in lower cost
location will help F&A become
Efficiency Too decentralized
more cost competitive
High cost locations
Reinvest savings into further F&A
improvements
Service quality and customer Drive more consistent, satisfactory
sat in need of improvement service experience
Effectiveness
Inconsistent service Allow non-GC resources to focus
experience on more value-added activity
Too much non-value added Better controls & risk management
activity through centralization
FASSO capabilities has not Catalyst to drive common
Flexibility / kept pace with growth & business architecture scaling to
Scalability increasing business meet Cisco‘s growth and
complexity increased business complexity
>50% of work focused on non- Leverage & integrate future
transaction processing investments more quickly and
Emerging Markets not scalable effectively
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential Enabler for Emerging Markets 10
- 11. The Steps To Globalization…
Define Model
Define the Strategy Gain Sponsorship
Criteria Defined
Select Vendor
Contract Negations
Implement Plan Project team
Enable with people, processes and
infrastructure
Operations Center
Stabilization
Web 2.0 and Collaboration
Operationalize Operational Metrics
Governance
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 11
- 12. Hybrid model (Managed Captive) was the
Best Option
In-house Hybrid (Managed Captive) Outsource
Model:
= Cisco controlled Mgmt Mgmt Mgmt
= 3rd party
controlled
Functional Functional Functional
supervisors supervisors supervisors
Individual
Individual contributors Individual contributors
contributors
Description: Build and operate Global Operate Global Center internally Transfer responsibility for
Center internally Use 3rd party to provide majority operations to a 3rd party
of staffing and help develop Manage to a service level
Global Ctr (‗managed captive‘)
Financial: Highest savings and High savings and investment Moderate savings and
investment investment
Non-Fin Slow to implement due to Faster since leverage vendor Fastest option leverages
benefits: mgmt time required; little capabilities; high vendor capabilities
capability/scalability scalability/flexibility with option to
improvement bring work in & out
Risks: High risk: No management Medium risk: Must manage High risk: Lose control / must
experience transition and remote operations manage transition & supplier
through GSD‘s ―in-between‖
position
Hybrid model (Managed Captive) offers best mix of
Presentation_ID
savings, other benefits & risk
© 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 12
- 13. Key Transition Elements
Stabilize &
Knowledge Transfer/
Planning Improve
Implementation
Center
Planning & PMO Knowledge Transfer Stabilize
& Improve
• Establish PMO • Establish knowledge Transfer process:
• Develop detailed plans - Documentation requirements:
• Establish on-going
• Kick off project - Current state
center policies &
• Project oversight - Future state
practices
- Define service levels
• Ongoing training
- Training requirements
HR/OA • Institute quality
- Transition of work
framework and teams
- Transfer of documents
• Develop HR strategy • Test DRP and BCP on
• Develop comm strategy Implementation routine basis
• Set up HR function in new
• Set up new facilities:
center
- Define facility requirements :
• Build culture in new center
- Secure and build out new facilities
• Separation support in
- Acquire & set up office equipment
existing locations
• Set up tech. infrastructure
- Design/define requirements
- Acquire equipment
- Build out & test
• Wind down existing facilities & technology
Program Management Office (PMO)
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved.
HR / Organization Adoption
Cisco Confidential 13
- 14. Multi-Wave, Accelerated Transitions
2008 2009
FUSION Transition Overview Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
Process Tower Gantt Chart End
year
Wave 1 I2P
Wave 1.0 India
Wave 1.1 Singapore
Wave 1.2 USA
Wave 1.3 Europe
Wave 1.4 Tokyo
Wave 1.5.1 (A) CEE, MEA & Small Euro
Wave 1.5.2 (B) LATAM
Wave 2 I2C
Wave 1.0 Singapore
Wave 2.2 Tokyo
Wave 2.3 USA Volume Ramp
Wave 2.4 Europe
Wave 3 R2R
Wave 3.0 India
Wave 3.1 Singapore
Wave 3.2 Tokyo
Wave 3.3 Europe
Wave 3.4 USA
Wave 3.5.1 (A) CEE, MEA & Small Euro
Wave 3.5.2 (B) LATAM
KT Planning
Job Shadowing/Remote KT (for EM and US R2R Waves)
Delivery Center Training
Coaching/Stabilization
Go Live
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 14
- 15. Phase 2 – Globalization .... A New Delivery Model
Four Established Shared
Services—Regional Centers
High touch
Statutory Theater/Country
requirements
Localization Services and
Support
Amsterdam
Provides multiple language
San Jose Tokyo support capabilities
Bangalore
Opened Fifth Shared Service
Center—Global Center
Singapore
Co-managed by Cisco and
Partner
Driving efficiency to enable
scalability
Provides multiple language
support capabilities
Global Process Ownership
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 15
- 16. Vendor Selection – Lessons Learned
Staying Aligned to Business Strategy
The up-front work of identifying the problem and defining the
objective helps keep everyone focused
It takes a strong team – commitment, open mind, communication
Leverage makes a difference
Playing position
Knowing each others role & playing to strengths
Executive Support & Trust
On-going Communication
Keeping on task & Keeping to the facts
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 16
- 17. Key Lessons Learned
Joint theatre-level transition management and business
process leadership
Retained team planning (Org charts, leveling reviews, job
descriptions)
Well designed and orchestrated global communication and
announcement
Knowledge transfer & training curriculum maps
Leverage global, standard DTPs, technology solution /
platforms to minimize gaps and adhere to the standard
Governance Structure – clearly defined; detailed walk through
of ―Paper to People‖ flow
Readiness Reviews
Infrastructure – don‘t underestimate building/technology
needs & resources
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 17
- 18. What did we achieve?
Model: Phase II concluded - Europe (2008), Emerging (2009)
Systems: 2010 concluded Oracle ROI model & Oracle R12
Process: Aligned by global process not by ‗theatre‘
People: Partnering, GPM‘s, Councils, Change Managers
Policy: Global from Strategic Enterprise Program Managers
Portfolio Management…..People, Process and Technology
….So better prepared to support business
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 18
- 19. Post Globalisation – What Next & Why
First Globalisation, then Stabilization, next continued evolution
Options:
More of the same scope - for new entities
New scope - for same entities -move up the value chain
New Finance groups in scope – Sales Finance, Channels…
New groups outside Finance – Marketing and more
Retention of Regional Hubs as Centre of Excellence
Incubator…..Standardizing new tasks for globalisation
Leadership, Collaboration and CRM skills
Organisational evolution - Virtual Controller role
Leveraging technology to work across borders
Strong Change management skills
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 19
- 20. F&A Services Next Evolution
Certain activities are stronger candidates for outsourcing, while
others are more likely to be retained.
Strong outsourcing candidate
High
Possible outsourcing candidate
Strong retained candidate
Corp.
Svc. &
Mgmt.
Value Added
Decision
Support
Financial
Planning
& Analysis
Accounting
& Reporting
Basic
Revenue
Cycle
Disbursements
High Complexity of Interaction Basic
* Payroll may report to CFO or HR
Presentation_ID © 2007 Cisco Systems, Inc. All rights reserved. Cisco Confidential 20
- 21. Potential Scope Expansion Opportunities
PRELIMINARY Second priority First priority
High Cisco Org.
WWSFOps
CSF—Country
Rev. controllers
recognition
Rebates Business Ops
Benefit Fin
GSO
potential Cisco Process CSF—CA
GSM
Cost savings Capital
reqs PO Finance
Accg.
Expertise team
Tax QTC
Benefits Commissions
Quality Other GCCO
Service Manu.
SSC Tax/treasury
Flexibility (standard
costs, inv. Cisco Capital
Acctg)
Stock
CA Fin
admin. (Spare parts,
def. rev.,
etc.)*
Treasury
Low
Not feasible Second priority
Difficult Easy
Suitability and ease of implementation
Strategic relevance
Stable and mature processes
Complexity of migration
Regulatory and other restrictions
Presentation_ID © 2007 Cisco Systems, Inc. All rights reserved. Cisco Confidential 21
- 22. What did we do next to evolve?
Natural Stabilization period
Operational Excellence program
Further transaction transition from hubs
Organizational re-design
Entity Support Model
Cisco Captive
3rd Party Relationships
Improved OE
Evolved EY/ACCN relationship for Stat & Tax returns
Engaged ADP to drive Payroll evolution into regional hubs
Country Enablement
Supported organic growth & new business models eg. Utility based billing
Accelerated acquisition integration with new systems strategy & BPO
Presentation_ID © 2007 Cisco Systems, Inc. All rights reserved. Cisco Confidential 22
- 23. Shared Services Journey
F&A Shared Services model continues to evolve…
Deploy ESM
and drove
Country
Enablement
Deploy Oracle
R12 & design
Entity Support FY‘12
3rd party BPO Model
evolve from hub
to Global
processing
FY‗10
Co-location: FY'08
35 geographic
locations into
four regional
centers
Presentation_ID
FY'06
© 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 23
- 24. Shared Services Model Expected Benefits
Efficiency High cost—Cost was Low cost
Improved efficiency overall not a consideration provider
“Competitive”
Effectiveness
Higher quality of service
Global consistency of services
Keep Industry
Improved customer satisfaction lights on standard
“Top Quartile”
Improved operational metrics
Improved employee satisfaction and retention
Flexibility/Scalability
Ability to meet needs of Cisco‘s existing
changing business models Standard Fully custom
offerings offerings
Ability to grow with Cisco‘s rapid growth
“Segmented offerings and
Ability to integrate acquisitions Service levels”
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 24
- 25. Accomplishments
Establishment of F&A SSO
Delivery and Service
―Operationalization‖
Extended Quality & Service
Globalization and Consistency
of Processes
Evolvement of Organization
Flexibility to support the business
Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 25
- 26. Presentation_ID © 2008 Cisco Systems, Inc. All rights reserved. Cisco Confidential 26