1. CUSTOMIZING THE SERVICE MODEL TO ALIGN WITH ORGANIZATION OBJECTIVES CNI’s Journey, Mistakes, and Lessons Learned Kenny Ong CNI Holdings Berhad

5. A. Before we start…

10. B. Understanding the Business Objectives Strategy and Intent

11. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)

18. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)

19. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)

21. C. Aligning the Service Model

23. Alignment: 4-Wheels Service Model Principles Corporate Objective FSS Role & Objectives Structure Resources Leadership Person

24. FSS Role? Financial Shared Services SBUs, Divs, Depts Corporate Center Strategy Results Request Service Policies Service

25. FSS Objectives? Transactional Cost reduction, Efficiency, Agility, Fast Copy AP, General Ledger, B/S analysis, Accounting, Fixed Assets, AR, Facilities Value-added Budgeting, Reporting, Financial Analysis, Forecasting, Tax, Legal, Treasury Consistency, Analysis, Value creation, customization Systems, Standardize, Benchmarking, ERP, Streamlining, Automation, Governance Best Practices Process improvement, service innovation, secondary KPIs, internal customers Transformation Market Leadership, Competitive Differentiation, Business model, M&A, CSI Direct Business Impact, primary KPIs, external customers

29. Alignment: Service Structure Corporate Center Financial Shared Services One Internal Customer Multiple Internal Customers External & Internal Customers In-sourcing Co-sourcing Joint-Venture BPO

30. Alignment: Internal Structure FSS Transition Management Fulfillment & Service Delivery Business Development

31. Alignment: Internal Structure Migrate processes to standard platforms, scaled migration, joint-process ownership FSS Transition Management

32. Alignment: Internal Structure SLAs, Audit Compliance, Business Controls, records Management, service request processing, digitization FSS Fulfillment & Service Delivery

33. Alignment: Internal Structure identify processes to migrate, customer relationships, value migration, CS interviews, performance evaluations FSS Business Development

37. Alignment: Framework Principles Corporate Objective FSS Role & Objectives Structure Resources Leadership Person

38. D. Internal Customer Indicators

40. Corporate-level BSC Financial “ To satisfy our stakeholders, what Financial objectives must we accomplish?” Internal Process “ To satisfy our customers, in which internal business processes must we excel?" Customer “ Who are our target customers? What is our value proposition?” Learning & Growth “ What capabilities and tools do our employees require to help them execute our strategy?

41. Corporate Objectives FSS-level BSC FSS Strategy Customer Who do we define as our customer? How do we create value for our customer? How do we enable ourselves to grow and change, meeting ongoing customer needs Employee Learning and Growth Internal Process To satisfy customers while meeting budgetary constraints, at what business processes must we excel? Financial How do we add value for customers while controlling costs?

44. ISLI Matrix Customer Intimacy Product Leadership Operational Excellence Transactional Value-added Best Practices Transformation Standard

45. ISLI Transactional Cost reduction, Efficiency, Agility, Fast Copy Value-added Best Practices Consistency, Analysis, Value Process improvement, service innovation, secondary KPIs, internal customers Transformation Direct Business Impact, primary KPIs, external customers Time Cost Quantity Quality

46. ISLI Transactional Cost reduction, Efficiency, Agility, Fast Copy Value-added Best Practices Consistency, Analysis, Value creation, customization Process improvement, service innovation, secondary KPIs, internal customers Transformation Direct Business Impact, primary KPIs, external customers Time Cost Quantity Quality Innovation Service

47. ISLI Transactional Cost reduction, Efficiency, Agility, Fast Copy Value-added Best Practices Consistency, Analysis, Value Process improvement, service innovation, secondary KPIs, internal customers Transformation Direct Business Impact, primary KPIs, external customers Time Cost Quantity Quality Innovation Service KPI

48. ISLI Transactional Cost reduction, Efficiency, Agility, Fast Copy Value-added Best Practices Consistency, Analysis, Value Process improvement, service innovation, secondary KPIs, internal customers Transformation Direct Business Impact, primary KPIs, external customers Time Cost Quantity Quality Innovation Service KPI Impact

49. E. Notes, Problems, Issues

51. F. Starting Up

53. Thank You. soft copy of slides: www.totallyunrelatedrandomanddebatable.blogspot.com