Our Capability and Introduction_February 2017

Click to edit Master title style
Our Services - Introduction
Feb 2017

Outlook
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About Us
Robotics
Strategy
Change Management
Location Selection and Grants
Benchmarking
Training & Coaching

Proservartner is a shared services consultancy that partners with organisations to provide
independent advice, discovery, guidance and implementation support
What Makes Us Different
• Approach is collaborative
• Aim to build long term mutually beneficial
relationships
Partnering
• Senior people who have delivered positive
change for clients as consultants and as
managers
• Our staff are consultants and practitioners
Best People
• Focus on quality and embedding
organisational change
• consistently exceed our client expectations
achieved through our depth of experience
Excellence
• In the coalface of industry trends
• Developing thought leadership and running
discussion groups
Thought
Leadership
• We focus on what we know best and don’t
try to be a something we are not.Specialisation
What do we do for transforming
businesses
Governance
advisory
Shared Services
Lean and 6 Sigma
Organisational
Redesign
Business and
functional
strategy
Optimising ERP
Investments
Transition
Management
Analytics
Target operating
model
development
About Us – Advisory Company of the Year
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Automation
options
Robotic process
automation

Our Services
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Benchmark
Diagnostic
Vision,
Strategy &
Design
Location
selection
Implementing
Projects
Process
Reengeneering
Change
Management
Benchmark
performance, assess
people, process and
IT, identify areas of
improvement
Develop the vision,
the strategy for the
function
Data focused study
to assess and select
the appropriate
location to be set up
Experts in project
management and
transition to ensure
that quality is
delivered on time
and to budget
Leverage our
bespoke methods to
transform processes
and identify value
stream opportunity
Ensuring that people
are carried along
the change
Strategy and Feasibility Implement and transform(1)
Process model
Organisational
model
Technology
enablement
Design the process
taxonomy for an
organization /
function, and
transform current
ways of working
Build an end to end
process based
organizational
model allocating the
right people to do
the right activities
Develop how the
organization
leverages
technology to
enable people and
processes
Operating Model Design

Our Services
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Local
Investment
Grants
Transition
Management
Robotics
Interim
Management
Point Solutions
Training
Optimize local
investment grants
achievable
Manage effectively
the change from
one operating
model to another
Identify the
processes to
roboticise, and
implement robots
for transactional
activities
Provide expert short
term resource to
meet immediate
operational
requirements
KPI models, charging
mechanisms,
Service mgt
frameworks
Technology
enhancements
Offer a range of
specific and bespoke
Training across
focus areas
Implement and transform(2) Ongoing support
Strategy
Development
HR Services
Accounting
and
Procurement
Support
Build clear
strategies and
business plans for
small businesses to
enable success
From HR leadership,
to HR platforms,
fom perf mgt to
recruitment and
training
Optimise ways of
buying services and
products, and
providing true and
fair financial
statements
Small Business Solutions

Why Proservartner – 6 Reasons
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Partners in
Excellence
Specialists
not
generalists
Full lifecycle
support
Practitioners
not
graduates
Focus on
you
Award
winning in
our field
Delivery of
the
Outcome
1. Specialists not generalists: Our people are specialists in
shared services and outsourcing
2. Full lifecycle support: We do not just design and
transition, but provide full lifecycle support to ensure
that the capability developed is highly successful
3. Practitioner approach: Our people are seasoned
practitioners who partner with you to assess what is
right for you. We do not throw graduates at problems as
we recognise that the context and desired outcome for
each client is different
4. Focus: Our size allows us to provide significant focus on
your needs to ensure that solutions we develop are “fit
for purpose”. Each client is critically important to us
building a reputation based on high quality advise
5. Award winning: We were awarded European Advisory
Company of the Year, and voted twice as leaders in
shared services and outsourcing. We are recognised
thought leaders
6. Delivering the outcome: We will challenge when
necessary with facts and evidence, to ensure that you
make the right decisions to deliver the desired outcome

Key Clients
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Outlook
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About Us
Robotics
Strategy
Change Management
Benchmarking
Training & Coaching

• Introduce strategic approaches
• Introduce the Proservartner 6 phase approach
that illustrates how to execute an effective
strategy
• Go through scenarios and real life case studies
• Understand each phase in detail
• Understand how automation (RPA, AI, SAAS etc),
people structures and processes can impact the
overall journey
• Learn the importance of building an effective
Transformation Strategy
Activities Decisions and Deliverables
• Training material customised for the stakeholders
in the session
Objectives
Develop knowledge in key stakeholders on the value of strategy for the organisation, including the benefits,
challenges and cultural change for an organisation to migrate to a “process based” mindset
Training:
Strategy Masterclass
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• Understand existing functional, Business Unit,
Regional and / or Group vision
• Understand key issues and causes of pain
• Assess the need for change based on internal and
external drivers
• Highlight the expected benefits and desired
outcomes
• Build a clear vision of success
• Tackle the “what is in it for me” questions
• Gain buy in from internal and external
stakeholders impacted
• Develop design criteria
• Case for change
• Prioritised vision criteria
• Revised vision
• Design criteria
Objectives
Build the case for change and the rationale for the strategic roadmap. Develop the revised vision that we
wish to support through the transformation initiative, and set the design criteria for decision making
Workshop A:
Vision and Case For Change
CONFIDENTIAL

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• Build principles for operating model discussions
and decision making
• Consider decentralised, centralised, shared
services, hybrid and outsourced operating model
options, building on the current structure
• Down-select elements of operating models that
we do not wish to consider as a strategic option
• Consider Virtual Operating models to ensure
standardization of operation but maintaining close
proximity to the Sales teams
• Principles for operating model decision
• Down-selection of operating models based on
design criteria
Objectives
Agree the principles for the Operating Model Decision with respect to geographic considerations, Business
Division considerations, Functional considerations and timeline considerations. Consider the range of
options that exist before down-select the Operating Model options
Workshop B:
Operating Model Down-selection
CONFIDENTIAL

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• Develop process taxonomy for each of the in scope
functions
• Assess scope of automation v shared services v
retained services based on process taxonomy
• Challenge consistency of current model and scope
• Propose and agree the future state roles that the
processes can be allocated towards
• Confirm each process has the appropriate “home”
in the future state
• Allocate FTE to each role and understand the
impact of the change
• Process taxonomies for each function
• Future roles for the in scope functions
• FTE impact
Objectives
Agree a process taxonomy for each of the functions in scope of the initiative. Understand current state and
allocate the processes into the distinct roles in the shared services process model house.
Workshop C:
Process Model Development
CONFIDENTIAL

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• Discuss current organizational structure and how it
was developed
• Assess spans of control required at different levels
of the organization
• Discuss level of specialization in the function, and
career paths across the current structure
• Advise on best practice and current trends
• Future organisational chart
• Agreed roles in the Function
Objectives
Agree the organisational model, and career paths needed in the future business model. In particular, focus
on the five key roles, building an organisation based on processes
Workshop D:
Organisational Model
CONFIDENTIAL

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• Develop current skills and capabilities matrix
• Build future skills and capabilities matrix based on
vision, process model, org structure and direction
of the organisation
• Assess the skills and capabilities gap
• Map the leadership team based on performance
and potential
• Structure high level succession plans aligned to
potential of individuals and skills gap in the
function
• Current skills and capabilities matrix
• Future skills and capabilities matrix
• Agree skills and capabilities cap
• Agree performance potential 9 box
• Develop succession plans
Objectives
Agree the skills and capabilities needed in the future business model. Compare those skills and capabilities
to the existing team and highlight the training and recruitment gaps that currently exist. Test the
performance and potential of the current team using the 9 box model.
Workshop E:
Skills, Capabilities and Potential
CONFIDENTIAL

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• Explain technology options
• Set out the advantages and disadvantages of each
decision around technology
• Consider Robotics, Artificial Intelligence, Software
as a Service Tools, ERP investments and simple
macros
• Provide real life examples of technology leveraged
by other companies
• Discuss technology investments and likely returns
on those investments
• Decide types of investments desired
• Types of technology investments
• Return on investment
Objectives
For each process area, assess high level enabling technology options and determine which investments
provide significant return to consider as part of the future model
Workshop F:
Enabling Technology Options
CONFIDENTIAL

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• Review facts and findings obtained from previous
workshops and agreed approaches to draw
conclusions and inform the business case
• Case for change
• Future TOM
• FTE split: Retained and Transitioned
• Location
• Organizational Design
• Technology
• Cost model
• Communication Plan
• Roadmap
• High level roadmap
• High level transition timeline
Objectives
Compare the options for future operating model and build a high level roadmap for achieving the desired
business outcomes
Workshop G:
Transformation Roadmap
CONFIDENTIAL

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• Review facts and findings obtained from previous
workshops and agreed approaches to draw
conclusions and inform the business case
• Case for change
• Future TOM
• FTE split: Retained and Transitioned
• Location
• Organizational Design
• Technology
• Cost model
• Roadmap
• Validated assumptions
• Financial business case
• Non financial business case
Objectives
Build the financial high level and non financial business case for the shared services transformation
validating all key assumptions – this will be driven by scope for automation, process efficiency and relocation
of activities
Workshop H:
Business Case Development
CONFIDENTIAL

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• Understand current governance set up
• Explain governance options
• Provide real life examples of structures leveraged
by other companies
• Discuss advantages and disadvantages of the
governance structures
• Determine appropriate governance arrangements
to achieve the GBS outcomes desired
• Assess whether operational, tactical and strategic
levels of governance is appropriate for the
company
• Agreed governance arrangement for each
function and location in scope
• Detailed strategic governance structures
Objectives
Consider and agree how the governance structures need to change to support the future GBS vision,
strategy and operating model. Consider the level of interaction with business divisions and geographic
leadership.
Workshop I:
Governance
CONFIDENTIAL

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• Explain location options
• Set out the advantages and disadvantages of each
decision around location
• Provide real life examples of location options
leveraged by other companies
• Determine location principles i.e. “follow the sun”
approach
• Assess the number of locations where the
functional services should be provided
• Finalise location criteria and whether a brownfield
or greenfield site or neither is preferred
• Location principles
• Number of locations required
• Types of locations required in each location
(tiering)
• Brownfield v Greenfield v Either
• Location criteria
Objectives
Develop the assumption around location for the future model, with respect to the number of locations
required and the type of locations (tiers, key criteria and brownfield v greenfield) to enable achievement of
the outcomes
Workshop J:
High Level Location Assessment
CONFIDENTIAL

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• Identify key stakeholders:
• Impacted by Change : Influence on Success
• Understanding objectives : Agreement to
Objectives
• Decision makers
• Agree stakeholder mapping approach
• Discuss, review and agree Change Readiness
Assessment content and approach
• Discuss and agree communications plan
• RACI
• Stakeholder map
• Change Readiness Assessment and approach to
finalise
Objectives
Consider all the change management requirements from the transformation initiative, and the
communications needed for different levels of the organisation
Workshop K:
Change Management & Communications
CONFIDENTIAL

Vision and Case for Change
Vision and strategy for GBS, rationale for
change and design criteria
Process Development Flow
Process taxonomy for each function,
harmonised and standardised chosen maps
supported by FTE activity analysis
Transformation Roadmap
High level roadmap, transition timeline,
milestones, activity and resource estimates
Operating Model Design
Principles of operating model design, and
selection of operating model based on
design criteria
Change and Communications
Change management approach, including
change readiness , RACI, stakeholder map,
and communication plan including
potential staff changes
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Location Assessment
Assess the considerations and
principles for location selection
including evaluation of existing,
brownfield, and greenfield sites
Business Case
Costs and benefits of each option and aid
to decision making as to chosen route.
Validated assumptions, financial and non
financial cases
Governance and Organisation Design
Agreed governance and organisation
structure, roles and responsibilities for
each function and location in scope
Deliverables
Enabling Technology
Technology applications, automation
options, investments requirements and likely
return on investment
CONFIDENTIAL

Outlook
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About Us
Robotics
Strategy
Change Management
Benchmarking
Training & Coaching

What Is Robotics
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Technology continues to evolve…plan to evolve with it
Basic robotics
(“hands”)
• Automation of simple,
repetitive tasks
• Rules based
• Autonomous (back-
office) or manually
triggered (front-office)
Smart robotics
(“hybrid”)
• Automation of simple,
repetitive tasks with
some cognitive
elements
• Rules based
typically with OCR
Cognitive
engines
(“brains”)
• Automation of tasks
with high cognitive
requirements
• Rules and machine
learning to drive
decision based
actions

What Do We Do In Robotics
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Robotics Action
Workshops
Remove waste
Identify robotic
opportunities
Strategy
How should you
leverage Robotics
across the
business
How does
Robotics link with
other strategies
Implementation
Build Business
Case and Payback
Build Project Plan
Execute Project
Ensure Benefits
Training
Introduction to
Robotics (1 day)
Initiating
successful
Robotics projects
(3 days)
Detailed project
execution building
deep skills (5
days)

Focus On Robotic Action Workshops
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... journey of continuous improvement …
Pull
Only make as
needed.
Pull according to
customer demand &
efficiently through
Robotics
Flow
Make value flow
‘Keep it moving’
and using
automation to flow
effectively
Value Stream Mapping
Sequence of processes
end-to-end all the way
from demand to
fulfilment
Value
Value from the point of
view of the Customer
leveraging Robotics
where possible
Exactly what the
customer wants,
exactly when, at a
fair price with
minimal waste
Perfection

Focus On Robotic Action Workshops (In 1 Week)
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In five days, we select and review key sub process areas and compare
against best practice processes to build clear process taxonomies, identify
waste, and opportunities for process improvement, people improvements,
technology improvements and in the use of business volume and key
performance indicators

Focus On Strategy - Planning Robotic Targets
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 Build tools and teams
to systematically
assess and design with
consistency
 A ’deep dive’ is
essential to ratify
target and begin robot
development
 X-process and X-
functional thinking will
enhance benefits
 Look for ‘front-’ &
‘back-office’
opportunity

Focus On Implementation – Business Case
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Discovery & Planning
License/Subscription
Infrastructure
Implementation & Testing
(Integrator/IT/Process Owner
& Operator Effort)
Business Interaction
Maintenance
ROI range 3 – 36 months
Offshore low-cost; 4-6 FTE
On-shore; 1-2 FTE
Quality and consistency (zero-error
and re-processing)
Governance
Speed & Productivity
Cost
Return
 Cost and ROI will be
affected by commitment
 Commitment will be
affected by engagement
 Engagement will be
affected by visualisation
of real business
opportunities
 The best opportunities
will only come if you look
for them!
 Resource re-
deployment?
Business Case Basics

Outlook
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About Us
Robotics
Strategy
Change Management
Benchmarking
Training & Coaching

Location Selection Approach
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Agree Criteria
•Define critical
criteria for long
list of cities
•Define criteria for
deep dive
research
•Agree relative
importance
Long List –
Research
•Define long list,
apply red flags to
eliminate obvious
rejections
•Research – data
collection for
selected cities,
focus on critical
criteria
•Build ranking
based on relative
importance of
criteria
•Prepare a report
for down selection
to Top 10.
Top 10 – Deep
Dive Research
•Detail research
based on direct
contact with
relevant
institutions
•Validation of data
collected earlier
•More focus on
specific
requirements (e.g.
timeframe)
•Review of
incentives
programmes
•Review of specific
office options
Top 3 – Site visits
•Arrange logistics /
agree timing with
agencies
•Prepare
questionnaires for
site visits
•Visit authorities,
existing centres,
development
agency,
recruitment
agency, real
estate agencies,
available offices
•Subjective /
qualitative
assessment
Touch Point 1
• Agree Methodology for
Assessment including critical
criteria and weighting with key
decision makers
Touch Point 2
• Present data on Long List of
Cities and recommendation for
Top 10 Deep Dive Research
Touch Point 3
• Present Deep Dive Analysis on
Top 10 Cities and Agree Short of
Top 3
Touch Point 4
• Present final report
• Final selection

Click to edit Master title styleExample Deep Dive Research
Proposed Criteria and Weights
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Cost Skills availability Risk Infrastructure
Business
Alignment
Government
Incentives (5%)
Wage inflation (10%)
Corporate tax (5%)
Suitability for Centre
of Excellence (25%)
Ability to build strong
brand (5%)
Quality of education
(10%)
Specific office space
options (50%)
Cultural alignment
(25%)
Quality of life (25%)
Responsiveness and
support of city
authorities (25%)
% %% % %
%
% %
%
%
%
Location Score
Labour law flexibility
(10%)
Ease of getting work
permits (10%)
%
%
%
Cost Skills Availability Risk Infrastructure
Business
Alignment
30% 5%40% 15% 10%
Location Score
Labour Cost (60%)
Real Estate Cost (20%)
Market size: graduates
(15%)
Market size:
experienced (0%)
Attrition (20%)
Unemployment (0%)
Languages (25%)
Geopolitical risk (S&P
rating) (35%)
Corruption (17,5%)
Inflation (0%)
Currency (17,5%)
Ease of doing business
(10%)
Natural disasters (0%)
Accessibility (key clients
locations) (50%)
Modern office market –
vacancy (0%)
Presence - Greenfield /
Brownfield (25%)%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
% %
%
%%
%
%
%
%
%
%
%
%
%

Example Long List
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Structure of One-page City Summary
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City population and location on the map
Key players from SSC / BPO / ITO
sector
Data point for each measure
The definition for each measure is
included in Appendix 1
Graphs showing the number of points a city
obtained for the category in comparison to the
Top 10 Cities from the ranking
The orange horizontal line shows the average
points for the Top 10 Cities and the red line
shows the overall average for all cities
included in the analysis.

Top 10 Average Overall AveragePoints
Population: 756,000
Assessment Criteria
Costs
Labour Costs € 1,442
Real Estate Costs € 14.5 / sqm
Skills Availability
Graduates 46,000
SSC BPO ITO Sector Size 35,500
Languages Availability 7
Unemployment Rate 5%
Estimated Attrition 17%
Risk
S&P Rating A-
Corruption Perception Index 61
Ease of Doing Business Index 25
Inflation (CPI) 0,1%
Currency PLN
Natural Disasters Risk 3.5%
Infrastructure
Vacant Office Space 38,000
Direct Flight Connections ZU – 3, MU – 15, BA – 6, FR - 15
Alignment Presence Mini VG
COST
SKILLS AVAILABILITY
RISK
INFRASTRUCTURE
ALIGNMENT
Krakow (Poland)

Population: 1,884,000
Assessment Criteria
Costs
Real Estate Costs € 18 / sqm
Skills Availability
Graduates 37,000
Risk
S&P Rating BBB-
Inflation (CPI) 1.1%
Currency RON
Infrastructure
COST
SKILLS AVAILABILITY
RISK
INFRASTRUCTURE
ALIGNMENT
Bucharest (Romania)

Population: 1,257,000
Assessment Criteria
Costs
Real Estate Costs € 19.5 / sqm
Skills Availability
Graduates 36,000
Risk
S&P Rating AA-
Inflation (CPI) 0.3%
Currency CZK
Infrastructure
COST
SKILLS AVAILABILITY
RISK
INFRASTRUCTURE
ALIGNMENT
Prague (Czech Rep)

Example - Recommended Top 10 Cities
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Rank City Cost Skills Availability Risk Infrastructure Business Alignment
1 Krakow (Poland)
2 Bucharest (Romania)
3 Prague (Czech Rep)
4 Warsaw (Poland)
5 Wroclaw (Poland)
6 Budapest (Hungary)
7 Bratislava (Slovakia)
8 Leeds (UK)
9 Sofia (Bulgaria)
10 Gdansk (Poland)
11 Brno
Below 1st quartile
Between 1st and 3rd quartile
Above 3rd quartile

Grants and Benefits Centre of Expertise
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EXAMPLE OUTCOME: We facilitated grants and benefits of GBP 500k for a
Multinational Retail Company that set up in Gdansk, Poland
Strong Government
Relationships
Invested in knowing and
optimising agency
relationships
Knowledge and
Experience
Understand the requirements
of success
Understand the process
Know what good looks like
Advisory
Advise on chances of success
Advise on pulling out if
circumstances change
Form Completion
Support the execution of the
steps
Facilitate you through a
cumbersome procedure
Ensuring Payment
Support the execution of
payment from the
government body
Enable the handover to
business as usual

Outlook
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About Us
Robotics
Strategy
Change Management
Benchmarking
Training & Coaching

Overview: Capabilities
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Change
programme
initiation
• Business need
• Case for change
• Business
benefits
• Change plan
Change
management
delivery
• Impact
assessment
• Comms &
engagement
• Business
readiness
Change
capability
development
• Change training
• Organisational
capability
• Change
framework
• Change
toolkit
Change &
Comms
Strategy
• Top down v
bottom up
• Regular v
milestone
based
• Make it
stick

Change Approach
41
Starting
point
Change
Levers
Top-down Bottom-upPockets of good practice Pilot
Evolution RevolutionAdaptation Reconstruction
Technological IndividualOrganisational Cultural
Leadership BAUDedicated Program Teams External consultants
Values Behaviours Outputs
Collaborative DirectiveParticipative Educational Coercive
Change
Path
Change
Style
Change
Target
Change
Role

Click to edit Master title styleUnderstand Root Cause of
Resistance
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Many people’s
interests will not
always be openly
expressed
Reputation
Social
Workload
Status
Capability
Security
Personal
Development
Pride
Impacts on job
security, benefits
or safety
Loss of growth,
training or
promotion
opportunities
Coping with increased
workload or impact
on work-life balance
Being perceived as
‘backing-down’ on things
they have championed
or implementedImpact on
relationships with
peers and colleagues
Impact on their status
in the organization –
formal and informal
Ability to perform
their role if
knowledge or skills
requirements
change
Still delivering work to
their own standards
People may be
concerned about …

Outlook
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About Us
Robotics
Strategy
Change Management
Benchmarking
Training & Coaching

Click to edit Master title styleWhy Run A Benchmark Diagnostic?
• Understand how your finance services compare to top quartile performers,
average performers and bottom quartile performers in each process area
• Detect areas for improvement in people, culture, process, technology, service
management and organisation
• Understand people implications of management, employee motivation and high
levels of attrition
• Enable change and increase the value of your finance function
• Identify further cost savings and informs decisions on the business case for
investment
• Provide a balanced set of metrics to aid your decision making and identify
Resourcing and Pricing
• Enables progress in realising benefits to be tracked
• Support a mature relationship with stakeholders

Click to edit Master title styleKey Characteristics of our Approach
Simple and Quick.
• We have developed a proven tool that generates a balanced set of performance metrics versus lower,
average and world class benchmarks
• This focused approach minimises data capture effort but provides the interconnected data to understand
true levels of performance.
• We support and guide participants each step of the way by spending time on-site to ensure that data is
validated, and value is derived in a rapid timeframe
Right Level of Detail
• We understand from our network that the right level of benchmarks are required, and will work with you to
validate that our benchmark captures the “right level”
• This will then allow participants to understand their current processes within the shared services
environment against other leading companies in their industry, and answer the question “what can we be
doing better?”
Support
• We will set up an initial workshop to outline the steps in the process and train the individuals inputting in
data capture
• We will provide suggestion for collating the data from the business and aid in this process as necessary,
and support requirements as required post presentation of the results

Click to edit Master title styleBenchmark Diagnostic Approach
Our Approach is customised to the requirements. We plan to spend significant time onsite with the
dedicated points of contact, subject matter experts and key stakeholders to understand the context
and culture, gather and validate data, and develop insights appropriate to the business maturity
*Typical duration. Actual time dependent on ability to obtain data and quality of datareceived.

Preparation Phase
Establish the project team, and approach to ensure:
– Progress of the project is tracked effectively.
This includes the project plan and regular status
reporting.
– Effective project communications across the
project team and the wider stakeholder
community
– Quality Assurance: Verifying that procedures
exist that will generate high-quality deliverables
and meets the business requirements.
– Risk Management and Issue Resolution:
Establishing processes to capture, and manage
risks and resolve project issues.
– Customise benchmarking data capture fields
Activities Outputs
– Project plan
– Status reporting template
– Risk and issues log
– Customise data entry fields
– Update web based Web Based Benchmarking
Tool
Objectives
To on-board the project team and set up a robust infrastructure leveraging tools for planning, integrating,
and controlling the project. We would follow that by setting up the benchmarking data capture fields for
completion. This ensures expectations are met within the approved scope, cost and time.
Proservartner Value
4
7
– Our expertise in benchmarking across the
industry and within finance functions ensures
that this project is rigorously managed.
– We will use best in class templates and process
models

– Discuss current vision and strategy of shared
services
– Test consistency of the understanding of the
vision and strategy
– Understand implications of the vision and
strategy
– Review governance structures and challenge
appropriateness
– Recommend improvements
Activities Outputs
– Vision and Strategy Diagnostic
– Governance Diagnostic
– Recommendations for improvement
Objectives
Assess the vision and strategy of the finance function considering the culture that has developed and the
brand of shared services with the rest of the business. Review the governance structures set up in the
shared service centre to ensure that they are fit for purpose and effective.
Proservartner Value
4
8
We have specialists that are renowned in shared
services and have worked on setting the strategy
with leading companies such as Diageo and Ernst
& Young
Governance & Strategy Review Phase

Executive Interviews
– Identify key individuals with whom to set up 1 to
1 interviews
– Understand the vision and strategy for the
function
– Understand the perception of service from the
business units (divisions)
– Understand the perceived quality levels of the
people and teams involved
– Understand the technology issues that currently
exist
– Understand the current process compliance, and
quality levels
– Map the business architecture
Activities Outputs
– Perceived areas of improvement
– Key issues and risks log
Objectives
To provide an understanding of the business and the finance activities, including the performance levels
achieved, the aspects that work well, the issues and risks that currently exist, and the linkage between the
activities and the business strategy
Proservartner Value
4
9
Our experience in executive workshops will enable
us to ask the right questions, challenge and
convert the information from the discussions into
insight

Operational Review
– Identify participants for each of the workshops
– Set up workshops for each process area
– Gain confidence from the user group to speak
openly
– Document key issues and regain team
confidence
– Map the business architecture
Activities Outputs
– Team Issues
– Recommendations for Improvement
Objectives
Facilitated discussions with groups of subject matter experts for each of the sub process areas in scope.
The discussions will highlight the areas of discontent within the particular team, and the associated reasons
for these
Proservartner Value
5
0
Our experience in hundreds of operational reviews
will enable us to gain the buy in of the participants,
ask the right questions, and develop the
recommendations for improvement

Data Capture Phase
– Agree sources of quantitative (number of FTE
per function) and qualitative (quality of providers
utilised) data
– Gather and review available data for
completeness and quality and reconcile data to
benchmark taxonomy.
– Identify data gaps and agree approach for
closing them
– Agree approach for gathering missing data (if
required) and send out data requests
– Obtain buy in from senior management to utilise
data as baseline.
– Validate the data and the associated findings
Activities Outputs
– Completed benchmark questions in the
Proservartner benchmarking template
– Template uploaded into the Proservartner Web
Based Benchmarking Tool
Objectives
To gather, validate, question and revalidate the data captured for the benchmark initiative. The purpose is to
agree the suitability of this data as a baseline and to identify and gaps or unusual data.
Proservartner Value
5
1
Our people have over 15 years experience in data
capture and benchmarking with 100s of
organisations. The deployment approach will
utilise workshops, interviews, and our tool that
provides clear templates for use

Review Findings
– Consolidate results of each of the participants of
the study
– Assess anomalies and ask for further
explanations where required
– Compare benchmarks for each function, and
develop comparison to the average and the
scale of opportunity
– Understand trends and insights from benchmark
– Build a set of customised recommendations
from the gaps against best practice, and the
executive interviews
Activities Outputs
– Comparison benchmark that compares
• Productivity, Quality, Cost and Cycle
Time
• Best practice within each finance area
– Resourcing and Pricing to capture the value
identified via the benchmarking exercise
Objectives
To develop, validate and prioritise a set of improvements on people matters, processes, organisational
structures, the technological environment and service management techniques through the comparison to
best practice
Proservartner Value
5
2
Our thought leadership and strong network will
enable us to develop valuable insights that can be
utilised pragmatically by the organisation

Report Phase
– Discuss findings with key subject matter experts
– Validate findings and prioritise based on current
maturity profile
– Build roadmap for implementation
– Develop customised report that provides the
recommendations for change, the opportunity
and suggested Resourcing and Pricing
– Present to senior stakeholders
Activities Outputs
– Validated findings with subject matter experts
– Detailed report and presentation
– Implementation roadmap
Objectives
To consolidate the results, compare the trends, validate the findings with key subject matter experts and
present a report back to senior stakeholders
Proservartner Value
5
3
Our experience in developing reports and
presenting to key stakeholders to benchmark a
finance function is unparalleled in the industry

Our Deliverables
1 Benchmark
► For each process area, a comparison benchmark that compares the following against
leadingpractice
► Number of FTE
► Key Performance Indicators (including cost, productivity, cycle time and quality)
► Operational practices within each finance area
► Scope within shared services v retained in the finance function
2 Organisational Structures
► We will compare against best practice
► Spans of control of managers and team members
► Specialisation by sub process area
► Number of organisational levels
► Organisation of country relationships
5
4

Our Deliverables
Use Of Technology
► We will assess the current use of technology benchmarked against other organisations, and
provide an assessment of where the opportunities exist to:
► Leverage Software As A Services (SAAS) tools
► Automate Transactions
► Optimise Use Of ERP
4 Strategy & Governance
► We provide a diagnostic of the current strategy for shared services and the governance
structures that support the current operating model
► Assessing “fit for purpose” strategy
► Analysing effectiveness of current steering mechanisms
► Understanding and comparing against leading practices, the governance around
approvals, escalation, process improvement, and service management
20
3

Our Deliverables
5 Findings and Recommendations
► Our recommendations will focus on the areas that will provide the most benefit for PPD.
This will also include the suggestions for implementation and prioritiation of the initiatives
that are likely to provide the best return on investment
► We will categorise recommendations into those related to people and culture, process,
technology, organisational design, service management and governance
6 Final Report Presentation
► Presentation to the key stakeholders on our findings during the assessment of the finance
function.
► This will take the audience thought the journey of the current state, assessment of each key
area, to what the benchmarks illustrate from the comparison with best practice
5
6

Click to edit Master title styleData Demographics
(using similar data from the last 24 months)
The benchmarking dataset for the previous 24 months includes 315 organisations of a similar size to PPD,
which forms a comparable benchmark. Multiple sectors are represented, including Transport, Utilities,
Manufacturing, Consumer Goods, Retail, Public Sector, Banking and Financial Services and Telecoms, Media
and Technology(TMT)
72% of the organisations have an annual turnover of greater than £500m and 44% of the organisations in the
dataset have an annual turnover of greater than £5,000m
From our experience, the sector that a company belongs is not a key driver of productivity and the cost of the
finance function, moreover, it is the best practices deployed, level of automation, efficiency and effectiveness
of the processes
5
7

Web Based Benchmarking Tool
• Simple: Format that allows easy input of data
• Quick: Designed to deliver fast results
• Quality controlled: We validate and agree inputs
• Relevant: Focused on what matters
• In-depth: Providing detailed analysis of operations, technology and performance
• Action-oriented: Setting a clear direction for change
Aiming high: Your road-map to ‘world-class’ performance
5
8

Our Web Based Tool
5
9

Finance Benchmark – Process level scope
6
0

Lifecycle Processes (examples) Systems and practices
Purchase to Pay Invoice Processing
Payments
• ERP Systems
Invoice to Cash Sales Invoicing • Imaging & Workflow
Debt Collection • Sub-system integration
Record to Report General LedgerTransactions • Auto Receipts Matching & Posting
Financial Reporting • Business IntelligenceTools
Budgeting & Budgets & Forecasts • On-line Reporting
Planning BusinessAnalysis • Performance Measurement
Tax & Treasury Tax • Preferred Suppliers
Cash Management
6
1
Finance Module – What it covers

Data Collection
6
2
To ensure our customers receive the best possible information about their finance
function, data is collected at four levels:
1. Best practice questionnaire: Over a 100 questions on areas of finance
2. Detailed data capture: This will provide the core data for benchmarking
3. Technology data capture: Provides a clear understanding of the IT landscape
REPORTING LEVEL  CORPORATEFINANCE
DATACAPTURE  ACCOUNTS
PAYABLE
GENERAL
LEDGER
STAFF
EXPENSES
REPORTING ACCOUNTS
RECEIVABLE
INTERCOMPANY CASH
APPLICATION
PURCHASING
CORESYSTEMS
INTEGRATEDSYSTEMS
ENABLING TECHNOLOGY
SYSTEMS
SPLIT OF RESPONSIBILITY
FINANCEOPERATIONAL
PERFORMANCE

Best Practice Questions
Assess your organisation’s capabilities and level of maturity
6
3

Click to edit Master title styleCapturing Process Level Performance
Information
30

Analysing Process Performance
6
5

Output – Example Metrics
6
6

* 3 admin
included in
the total
FTE in this
area
Output – Example Benchmark Findings
6
7

Output – Example Roadmap for Change
6
8

Output
6
9
Once the information has been uploaded, we provide you with an executive summary and
recommendations supported by a detailed analysis which includes:
• Comparisons with other shared services
• Process cost as a percentage of total cost or total revenue
• Unit cost per transaction and productivity per FTE
• Non-value add, defects and rework levels
• SLAperformance
• Automation levels and technology related costs
• Best practice maturity profile (technology, process and people)
• System integration and enabling technologies used
The output from benchmark includes a comprehensive range of graphs from summary to
detailed level depending on whether the presentation will be to process leads or corporate
management.

Outlook
70
A
G
E
N
D
A
About Us
Robotics
Strategy
Change Management
Benchmarking
Training & Coaching

71
Education vs Training
• Education is all about learning the theory and presenting alternatives for discussion and debate.
Sometimes, education is used to reinforce a subject you may already be knowledgeable in. In
this program we use the term education for the Senior decision makers that would need to
understand the success factors and alternatives in defining a Global Process Organisation.
• Education can be achieved in many ways including by reading, dialogue and interaction with
others.
• Training provides a means to deliver the education and the practical experience of using a new
skill.
• Training is delivered through the interaction with others that already have the skill who can
observe and feedback and provide practical demonstrations of what is needed.
• Classroom sessions will be supported with exercises and practical examples
• Training can be tested by practise and application until the required standard is reached
• Training results in certification leaving no ambiguity about the capabilities and knowledge
gained.
• Training includes the need for coaching to further embed the theory received in the classroom
Both education and training are essential elements of learning a new skill

72
The Proservartner Edge
• Content and exercises relevant to industry/processes
• Training material customised to suit delivery environment
Relevant
• Examples that bring the material to life
• At least 30% time spent in exercises and experience sharing
Interactive
• High quality training content available for trainees
• After-training support available via telephone
Support
• All our trainers are experienced practitioners
• We bring our experience of working with leading companies
Trainers

Leadership Issues in Finance
“People are more difficult to
work with than machines. And
when you break a person, he
can't be fixed”
COMMON SYMPTONS
• Staff are disengaged are not aligned
with the objectives of the capability
• Culture is disparate and has significant
variation between the teams – no
sense of identity
• Retaining staff is problematic with staff
turnover above 20%
• Focus on high productivity and
efficiency rather than high quality and
“right first time”
• Employees lack direction and are
unsure of what “good” looks like
• Increasing number of internal
customer complaints
7
3

We Start as Technically Strong in Finance
STRONG
TECHNICAL
SKILLS
=
STRONG
LEADERSHIP
SKILLS
74

People
Task
Our Leadership Profiling assessment, is based on psychological profiling
introduced in the 1920s and explores four different types of leadership
characteristics:
Controlling
Easy Going
DOMINANT INFLUENCER
CAUTIOUS SUPPORTER
Leadership Profiling Approach
40

Dominant
+ Efficient
+ Single Minded
+ Determined
7
6
- Critical
- Insensitive
- Dictatorial
• Motivated by winning, competition and success.
• Prioritises accepting challenge, taking action
and achieving immediate results
• Described as direct, demanding, forceful, strong
willed, driven, and determined, fast-paced, and
self-confident
• May be limited by lack of concern for others,
impatience and open scepticism
• May fear being seen as vulnerable or being
taken advantage of
• Values competency, action, concrete results,
personal freedom, challenges

Influencer
+ Enthusiastic
+ Spontaneous
+ Creative
- Superficial
- Undisciplined
- Egotistical
• Motivated by social recognition,
group activities, and relationships
• Prioritises taking action,
collaboration, and expressing
enthusiasm
• Described as convincing, magnetic,
enthusiastic, warm, trusting and
optimistic
• May be limited by being impulsive
and disorganized and having lack of
follow-through
• May fear loss of influence,
disapproval and being ignored
• Values coaching and counselling,
freedom of expression and
democratic relationships
7
7

Supporter
+ Friendly
+ Helpful
+ Co-operative
- Soft / weak
- Can’t say no
- Too sensitive
• Motivated by cooperation,
opportunities to help and sincere
appreciation
• Prioritises giving support,
collaboration and maintaining
stability
• Described as calm, patient,
predictable, deliberate, stable and
consistent
• May be limited by being indecisive,
overly accommodating and
tendency to avoid change
• May fear change, loss of stability
and offending others
• Values loyalty, helping others and
security
7
8

Cautious
+ Patient
+ Detailed
+ Deliberate
- Slow
- Nitpicking
- Indecisive
• Motivated by opportunities to gain
knowledge, showing their
expertise, and quality work
• Prioritises ensuring accuracy,
maintaining stability, and
challenging assumptions
• Described as careful, cautious,
systematic, diplomatic,accurate
andtactful
• May be limited by being
overcritical, overanalysing and
isolatingthemselves
• May fear criticism and being wrong.
• Values quality and accuracy
7
9

Leadership Profile Summary
8
0

Our Training Capability
81
Cultural
•Understand
why culture is
important
•Train on
particular
cultures
•Provide
scenarious to
aid
understanding
Project
Management
•Detailed project
management
training aligned
to CMI
qualification
•Focused on
shared services
with relevant
examples
Lean
•Embedding lean
thinking
•Removing
waste
•Services is not
manufaacturing
Team Leader
/ Supervisor
Training
•Technical v
people
leadership
•Soft skill
development
•Enabling team
leaders and
supervisors to
lead, manage
stakeholders
and motivate
New Ways of
Working
•Training to the
retained
organisation
•How to work
with shared
services
Continuous
Improvement
•Operational
Excellence
•Culture of
continuously
improving
Process
Ownership
•What is an end
to end process
•Owning v
managing
•Define the job
desription
•Roles and
responsibilties

Cultural Training
82
• Anyone that is involved in cultural changeWho should attend?
Course duration • 6 hours
Delivery method • Videos
• Classroom training combined with scenarios & exercises (in groups and individually)
• Real life finance examples will be used to aid learning
This training is aimed at those that need to understand the culture of a country,
organisation, function and process area
Description
• Define culture
• Understand the importance of culture in a finance environment
• Learn about the different existing cultures for the countries in scope, the
organisation, the functions that will be reviewed and the process areas
Course objectives
Pricing (additional VAT if
applicable and business
expenses)
• GBP 200 per person for up to 10 participants
• GBP 150 per person for 11 participants and over

Project Management Training
83
• Individuals that wish to be trained on project managementWho should attend?
Course duration
Day 1
•Project management – introduction
•Project initiation
•Project planning
•Exercises and team games
Day 2
•Project execution
•Project controlling
•Project closing
•Project management framework
• Two days
Delivery method • Classroom training combined with scenarios & exercises (in groups and individually)
• Real life SSC examples used to aid learning
This training is aimed at transforming operational individuals into effective project
managers in a shared services environment
Description
• Understand key project management guidelines and best practices
• Provide a practical insight into project manager role in a SSC environment
• Learn how to use Project Management Framework in practice
Course objectives
expenses)
• GBP 500 per person for the first 10 participants
• GBP 450 per person for next 30 participants over the course of 12 months
• GBP 400 per person for over 40 participants over the course of 12 months

Lean Training
84
Proservartner offers five levels
of training, certification and
accreditation. These range from
the entry level White Belt to the
advanced Master Black Belt
qualifications.
Each level of attainment is
rigorously examined and tested
before certification.
The trainings have shown to
increase employee engagement,
motivation and helped with
retention.
•Training
•Testing
•Project support
•Certification
White Belt
(1-day program)
•Training
•Testing
•Project support
•Certification
Yellow Belt
(2-day program)
•Training
•Testing
•Project
•Certification (British Quality Foundation)
Green Belt
(5-day program)
•Training
•Testing
•2 Projects, Mentoring
Black Belt
(10-day program)
•Training
•Testing
•2 Projects, Mentoring
Master Black
Belt
(10-day program
Price
£50 per person per
session (minimum 20
attendees and 2-
sessions per day)
£50 per person per
session (minimum 20
attendees and 2-
sessions per day)
£5,000 per person
(minimum of 2)
Certification and
mentoring cost included
£10,000 per person
Certification and
£10,000 per person
Certification and

Click to edit Master title styleOur Training Capability
Focused on Finance
85
Cultural
•Understand
why culture is
important
•Train on
particular
cultures
•Provide
scenarious to
aid
understanding
Project
Management
•Detailed project
management
training aligned
to CMI
qualification
•Focused on
shared services
with relevant
examples
Lean
•Embedding lean
thinking
•Removing
waste
•Services is not
manufaacturing
Team Leader
/ Supervisor
Training
•Technical v
people
leadership
•Soft skill
development
•Enabling team
leaders and
supervisors to
lead, manage
stakeholders
and motivate
New Ways of
Working
•Training to the
retained
organisation
•How to work
with shared
services
Continuous
Improvement
•Operational
Excellence
•Culture of
continuously
improving
Process
Ownership
•What is an end
to end process
•Owning v
managing
•Define the job
desription
•Roles and
responsibilties

Aspiring Team Leader Training
86
Aspiring Team
Leader
Training
Managers
Training
Team Leader
Training
Aspiring Team Leader Training Programme
Module Description Mode of
Learning
Hours of
Learning
Managing Change:
Understanding Change
This course outlines what is meant by change, as well as
the importance and benefits of implementing change
within an organization. It also details the three different
types of organizational change: strategic adjustments,
strategic reorientation, and transformational change
Online
Classroom
2
6
Advanced
Communication Skills
Understanding communication excellence/The art and
science of influence/Dealing with challenging situations
Online
Classroom
2
14
Elements of a Cohesive
Team
This course introduces techniques for building a cohesive
team and highlights how poor communication, a trust-
deficient atmosphere, and a lack of cooperation among
team members leads to failure of the team achieving its
goals. This course covers what needs to happen in order to
reach true unity and cohesiveness, which will in turn take
the team to new heights
Online
Classroom
2
6
12MonthProgram

Team Leader Training
87
Aspiring Team
Leader
Training
Managers
Training
Team Leader
Training
Team Leader Training Programme
Learning
Hours of
Learning
First Time
Manager:
Challenges
This course describes ways to establish credibility and manage
former colleagues effectively
Online
Classroom
1
3
Delegating
Appropriate Tasks
Delegating tasks requires careful consideration. This Business
Impact explores strategies for delegating tasks to employees
Online
Classroom
1
3
Leader as
Motivator
Motivating employees isn't easy. This Challenge examines what
leaders can do to create workplace environments where people
feel motivated
Online
Classroom
2
8
How To Motivate
A Team
This practical workshop helps delegates to establish practical
strategies to motivate their team for optimum performance in the
face of any challenge
Online
Classroom
1
4
12MonthProgram

88
Aspiring Team
Leader
Training
Managers
Training
Team Leader
Training
Learning
Hours of
Learning
Mastering Difficult
Conversations
Plan, Prepare and Set Objectives
Plan constructively and establish clear objectives
Prepare, deliver and deal with difficult conversations
Getting the right mind set: overcoming the need to be liked
Section Two - Attitude and Communication Style
Know how to deal with ‘hard’ and ‘soft’ issues: behaviour,
attitude, manner, manipulation
How to face difficult conversations, head on
Maximising Outcomes
Questioning tips, Interaction strategies, Opening lines
Specific Conversations
How to handle difficult conversations with confidence:
Underperformance, Delivering criticism, Giving bad news, Having
to say ‘no’, Dismissal
Online
Classroom
2
8
Persuading And
Influencing People
Understand persuasion/Preparing to persuade/
Explore what others want/Communication Style/Overcome
resistance/State your case persuasively
Online
Classroom
2
8
12MonthProgram

89
Aspiring Team
Leader
Training
Managers
Training
Team Leader
Training
Learning
Hours of
Learning
Introduction
to
Supervision
and
Team
Leadership
The modern team leader - The skills of an effective team leader /
Understand the supervisor’s position within the organisation/ The five
key areas of team supervision: lead; communicate; organise; plan;
control
Effective team leadership - Meet the expectations of your team /
Adapting your leadership style and role / Applying the GRIPS model of
team leadership / Setting SMART goals and objectives
Develop your leadership style - Using different management styles for
different situations / Pinpoint your own management style and
evaluate for effectiveness /
Learn how to effectively manage your friends
Motivating and developing others - Delivering practical feedback to
overcome conduct and capability issues / Setting, monitoring and
driving commitment to performance standards
Online
Classroom
3
16
Effective
Team
Comms
In this course, you'll learn the importance of fostering a team
environment that encourages open and supportive communication.
You will learn to recognize common verbal barriers that can seriously
interfere with team productivity and learn strategies for eliminating
those barriers. This course also covers active listening and presents
techniques for listening more effectively to teammates, thereby
encouraging the sharing of ideas within the team
Online
Classroom
1
4
12MonthProgram

Manager Training
90
Manager Training Programme
Learning
Hours of
Learning
Managing
Your
Manager
This session addresses common issues when managing upwards,
and will help you to develop a more positive and productive working
relationship with your manager
Online
Classroom
2
6
Managing
New
Managers
This course covers the elements of an effective orientation program.
It then illustrates some appropriate techniques for training new
managers, such as job coaching, customer and supplier visits, and
involvement in shared projects with other teams. Finally, it
introduces a mentoring model so you can help new managers realize
their leadership potential
Online
Classroom
2
6
Conflict
Resolution
This course offers you an understanding about what causes conflicts
on a team and the important role of healthy communication in
handling conflicts. It presents many best practice approaches to
resolving conflicts and illustrates the tenets of principled
negotiation. By learning the principles and strategies presented in
this course, you will have the skills to keep your high-performance
teams away from destructive patterns of conflict and on track to
achieving their goals
Online
Classroom
2
6
Aspiring Team
Leader
Training
Managers
Training
Team Leader
Training
12MonthProgram

Manager Training
91
Learning
Hours of
Learning
Persuading And
Influencing
People
Understand persuasion/Preparing to persuade/
Explore what others want/Communication Style/Overcome
resistance/State your case persuasively
Online
Classroom
3
16
Mastering
Difficult
Conversations
Plan, Prepare and Set Objectives/Attitude and Communication
Style/Specific Conversations
Online
Classroom
2
8
Delivering Bad
News Effectively
Delivering bad news effectively requires strong leadership. This
Challenge Series product examines the process for
communicating such news with skill, tact, and candour
Online
Classroom
1
3
Aspiring Team
Leader
Training
Managers
Training
Team Leader
Training
12MonthProgram

Manager Training
92
Learning
Hours of
Learning
Effective
Team Comms
In this course, you'll learn the importance of fostering a team
environment that encourages open and supportive communication.
You will learn to recognize common verbal barriers that can
seriously interfere with team productivity and learn strategies for
eliminating those barriers. This course also covers active listening
and presents techniques for listening more effectively to
teammates, thereby encouraging the sharing of ideas within the
team
Online
Classroom
1
3
People and
Team
Management
The level of course content makes this team management course
most suitable for managers who have direct reports
Online
Classroom
3
16
Aspiring Team
Leader
Training
Managers
Training
Team Leader
Training
12MonthProgram

Team Leader and Manager Training Pricing
• Our pricing model is based on the selected programme and the
annual number of participants
93
Programme Number of Participants Pricing (per person)
Aspiring Team Leader 0 – 5 GBP 3,350
6 – 15 GBP 3,000
16 – 25 GBP 2,750
Team Leader Training 0 – 5 GBP 4,000
5 – 15 GBP 3,750
15 – 25 GBP 3,500
Manager Training 0 – 5 GBP 4,750
5 – 15 GBP 4,250
15 – 25 GBP 3,900

Focused on Finance
94
Cultural
•Understand
why culture is
important
•Train on
particular
cultures
•Provide
scenarious to
aid
understanding
Project
Management
•Detailed project
management
training aligned
to CMI
qualification
•Focused on
shared services
with relevant
examples
Lean
•Embedding lean
thinking
•Removing
waste
•Services is not
manufaacturing
Team Leader
/ Supervisor
Training
•Technical v
people
leadership
•Soft skill
development
•Enabling team
leaders and
supervisors to
lead, manage
stakeholders
and motivate
New Ways of
Working
•Training to the
retained
organisation
•How to work
with shared
services
Continuous
Improvement
•Operational
Excellence
•Culture of
continuously
improving
Process
Ownership
•What is an end
to end process
•Owning v
managing
•Define the job
desription
•Roles and
responsibilties

New Ways Of Working Training
95
• Anyone that is involved is in the retained organisation structureWho should attend?
Course duration • 8 hours
This training is aimed at the retained organisation working with shared services and
adapting to a new way of working
Description
• Consider what has changed and what remains the same
• Understand how to work with the shared service centre
• Learn how to be successful in the new normal
Course objectives
expenses)

Continuous Improvement Training
96
• Anyone that is involved in continuous improvementWho should attend?
Course duration
Day 1
•Individual
leadership styles
•Define CI
•Building a CI
culture
Day 2
•CI frameworks
•What is best
fitting to the SSC
•CI tools and
techniques
Day 3
•CI tools and
techniques
•Where CI goes
wrong
•Perf mgt
Day 4
•Running a CI
program
•Winning trust
•Making it a
success
Day 5
•Visual
management
•Motivating teams
•Managing
measures
• Five days
This training is aimed at those interesting in continuous improvement to create a
framework, culture and mindset to enable SSC outcomes to be achieved
Description
• Understand how to develop a continuous improvement culture
• Develop the frameworks to enable “more from the same“
• Leveraging visual management techniques to measure the right things
Course objectives
expenses)
• GBP 5,100 per person for one person (plus 1,400 additional follow up coaching)
• GBP 3,600 per person for two to five persons
• GBP 3,000 per person for over five persons

Focused on Finance
97
Cultural
•Understand
why culture is
important
•Train on
particular
cultures
•Provide
scenarious to
aid
understanding
Project
Management
•Detailed project
management
training aligned
to CMI
qualification
•Focused on
shared services
with relevant
examples
Lean
•Embedding lean
thinking
•Removing
waste
•Services is not
manufaacturing
Team Leader
/ Supervisor
Training
•Technical v
people
leadership
•Soft skill
development
•Enabling team
leaders and
supervisors to
lead, manage
stakeholders
and motivate
New Ways of
Working
•Training to the
retained
organisation
•How to work
with shared
services
Continuous
Improvement
•Operational
Excellence
•Culture of
continuously
improving
Process
Ownership
•What is an end
to end process
•Owning v
managing
•Define the job
desription
•Roles and
responsibilties

Process Owner Training Approach
• Proservartner training programs are designed to assist organisations
that are facing the challenges of making the Global Process Owner
role effective and drive the benefits from ongoing process
transformation.
• Our Approach is comprehensive, tailored to each organisation and
individual ensuring that the interests of both the organisation and
employee are catered for.
• The methodology focuses on a blended approach of class room
learning and on the role coaching.
• To implement effectively, organisations need to be clear of the role of
a Global Process Owner. As well as for new Global Process Owners
we provide training on how to prepare the organisation to work with
the team leaders and the business management. This includes how
to measure and drive benefits in a process managed organisation.
• Practical training and workshop sessions in a face-to-face classroom
environment delivered by a specialist practitioner.
98
Senior
Manager
Education
Team leader
Training in a
GPO structure
Global
Process
Owner
Training

Senior Manager Education
99
Senior Manager Education Session
Course Description Mode of
Learning
Hours of
Learning
The role of a
GPO
The role of a GPO; the approach and strategic benefit to an organisation. The
relationship to functional leaders.
The impact on shared services and operations, the skills and behaviours required.
How to plan and budget for effective Process Ownership
The need for effective management of data.
Classroom 2.5
Alternative
Governance
models
Review alternative governance models, from the process Superuser to the
creation of a process centric organisation including defining the major benefits of
each and a review of the key components including ;
• Talent pool management within different models
• Measurement systems
• Infrastructure requirements
• Organisational Impact
• Implementation strategies
Classroom 2
The importance
of change
management
Understand the need to drive the desired behaviours within an organisation
adopting a process based ownership team.
How to create a service based management culture underlines
Stakeholder review and management
Analysis of typical behaviours in a process centric organisation
Classroom 1
Future of
Global process
ownership
Potential future strategies for Process based organisation
Roadmap development and maturity profiling
Effective Benchmarking strategies
Organisational Partnering strategies
Classroom 1
Senior
Manager
Education
Team leader
Training in a
GPO structure
Global
Process
Owner
Training

Global Process Owner Training
100
Aspiring Team Leader Training Program
Learning
Hours of
Learning
What is Process
Ownership. Background
and context including
Process Owner
Governance.
Transitioning into a GPO position can be both exciting
and potentially overwhelming. The scale of the activity
needs to be clearly defined and the expectations of the
role examined. An understanding of the background to
process ownership helps to provide context and depth.
Understanding the alternative governance models and
how the different options are measured and
implemented
Classroom 7.5
Technical understanding,
how to measure, SLA v
KPI’s. The importance of
managing data and
technology
The theory behind the development of the role and the
requirements around process measurement. Managing
Technology strategies and budgets. Generating process
improvement strategies and methodologies.
Classroom 7.5
Practical steps in process
ownership.
Understanding the day
to day activity
A practical journey through he day to day activity of
being a process ownership. Dealing with organisational
complexity and working with IT teams and shared
services.
Classroom 7.5
Senior
Manager
Education
Team leader
Training in a
GPO structure
Global
Process
Owner
Training

Global Process Owner Training
101
Aspiring Team Leader Training Program
Learning
Hours of
Learning
Leadership through
influence and adopting
the appropriate way to
interact with different
teams
Process Ownership requires strong influencing
leadership style. Understanding your own style and
what aspects that may or may not need to change is
key to making a successful transition to the role
Classroom 7.5
Stakeholder
Management managing
stakeholders and
assessing change
readiness.
Understanding service
versus people
management
Process Ownership operates in a complex stakeholder
environment which adds complexity to change
particularly if the process operates across multiple
geographies.
Change Management is a fundamental skill
requirement for a process owner.
Classroom 7.5
Knowledge testing and
certification
Proservartner 5 day training provides certification
following knowledge testing.
Senior
Manager
Education
Team leader
Training in a
GPO structure
Global
Process
Owner
Training

Team Leader Training in a GPO structure
102
Team Leader Training Sessions
Learning
Hours of
Learning
The role of a Global
Process Owner
An introduction to the role of a Global Process Owner, the context for
shared services, how does it impact the day to day activity of a shared
service. The context of reporting lines and the split of responsibilities in
a matrix management structure
Classroom 2
Process
performance and
Measurement
End to end process development and the process measurement,
introduction to partnership agreements and SLA’s and Process
performance. Line management versus process management..
Developing effective role profiles and work instructions that work with
in a process owner governance model
Classroom 3.5
Change
Management
Executing change within a Global Process Structure and the clarity of
responsibilities between GPO and Teams. The structure of projects and
the approach to business cases within a process context.
Classroom 2
Managing your
resource pool
The role of the GPO in talent pool management developing process
based job profiles, and developing effective career structures in a
process centric organisation. Understanding the team profile mix.
Obtaining feedback for employee appraisals
Classroom 3.5
Supported with exercises and real life case
studies.
Senior
Manager
Education
Team leader
Training in a
GPO structure
Global
Process
Owner
Training

Process Owner Pricing
103
Global Process
Owner
Training
Senior
Manager
Education
Team Leader
Training in a
GPO structure
• GBP 6,500 per person for up to 5 participants
• GBP 5,000 per person for 6 participants and over

Our Capability and Introduction_February 2017

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