Day One Main Conference


Day One Main Conference | Tuesday 6th Dec, 2011

08:45 SSON Welcoming Speech

09:00 Chairman Opening Speech

09:15 Executive Agenda: Delivering enterprise expectations and creating strategic impact with Global Business Services

Delivered through cost reductions, centralized operations and process simplifi cation, Shared Services has been viewed as a key enabler of overall business strategy and provides business leaders with the opportunity to help translate strategic intent into reality. However, we all know it is not the end game. The sourcing model keeps evolving with extra value expected as business realities change. With more GBS structures being created in 2010/2011 than ever before, it’s time to spread the wealth to the rest of the organisation – What we are capitalizing from the GBS model and how are we sweetening the stakeholders?

Arindam Banerrji
Global Head, GBS Service Centres
Deutsche Bank

Live on-stage interview by

Viral Thakker
Lead Partner Shared Services and Outsourcing Advisory India
KPMG

09:55 The future of BPO

Manish Dugar
Senior Vice President & Global Head
WIPRO

Rajesh Ranjan
Everest Group

Reetika Joshi
Principal Analyst, BPO and Analytics Strategies
Hfs Research

10:25 Procurement process re-engineering (Topic to be further confirmed)

Sulakshana Patankar
Business Unit Leader, India Business and Strategic Initiatives
WNS

Prashant Bohra
Senior Vice President, Global Transaction Services (GTS)
Citibank

10:55 Networking & Refreshment Break

11:15 Looking into the eye of the Tiger – Analysing a new chapter of Indian domestic demand on BPO services

Harpreet Duggal
Senior Vice President, India to India
Genpact

Rajit Mehta
Executive Director and Chief Operating Officer
Max New York Life Insurance

11:45 Organisational transformation from a global platform: Driving greater effi ciency and synchronized productivity through end-to-end standardisation

  • Identifying the drivers behind the changes
  • Assessing the current operation model and a streamlined approach to rolling out an execution plan
  • Integrating productivity enablers and maximising service delivery outcomes
  • Reinforcing simplifi cation, standardisation and the role that technology plays in achieving this

Sammy Rashed
Global Head of Productivity Strategy and PMO
Novartis Pharma AG

12:25 The R-O-I of globally integrated operations - Strategies for enabling global integration Business leaders in the new economic environment face intense pressure to cut costs, and optimize resources and capital productivity on a global basis

  • In a truly “globally integrated enterprise,” work fl ows to places where it can be done best
  • Yet, business leaders often stumble when establishing the operational capabilities needed to support global integration. Based on our experience and an analysis of 20 diverse best practice examples, we present here our “R-O-I Framework” for operationalizing global integration – it emphasizes repeatable processes, optimized assets and integrated operations, all on a global basis and supported by strong leadership, organizational structures and technology.

Clifford Patrao
Leader of Business Consulting Services, IBM Global Business Services, India/ SA
IBM

12:55 Lunch

Stream Sessions Begin

Captive/Hybrid Outsourced

Chairman:

Chairman:

Srinivas Krishna
Director, Finance Operations – Commercial & Global Vendor Management
Microsoft

14.00 Managing multi-tower Shared Services Centres: Ensuring sustainability, productivity and cost optimisation

  • Integrated talent solutions in multi-functional centre
  • Investment & ROI: Finding the right balance when the centre is scaling up
  • Designing right governance model
  • Developing an integrated talent management model

Aveek Mukherjee
Managing Director
Wells Fargo India Solutions

14.00Process-driven transformation: Realigning outsourcing operations to enable your journey towards top quartile performance

While your initial set up of the outsourcing operations might have followed a conventional route with one partner in one region for certain processes, decisions may have to be shifted as service requirements change. Based on a real case study, examine an example of process-aligned transformation with global reporting lines that demonstrates proven benefi ts in relation to improving performance.

Srinivas Krishna
Director, Finance Operations – Commercial & Global Vendor Management
Microsoft

14:40 Enabler rather than administrator: Delivering upstream value through Shared Services to support better business decision

Established in 2010, SCOPE has grown a true global business service paradigm with over 8500 employees, and services most of 75 countries that Standard Chartered Bank can be found in. Scope has moved ahead from being a cost-effective venture for the Group, to becoming an integral part of its operations. Along with handling a wide range of value-added services, Scope has added more complex processes to its offering in areas such as Basel, Anti-Money Laundering, Compliance, Legal, and Credit Analytics. In Jaya’s capacity, strategic transformation for IT management of the entire Standard Charted Group is a big component of her overall contribution to the business.

Jaya Vaidhyanathan
Executive Vice President & Head – Global Technology & Strategic Transformation
Standard Chartered Bank - Scope International

14:40 End-to-end HR process outsourcing: Hypo or Reality

Jeff Thomas
Vice President, Asia Pacific
ADP

15:20 Networking Break

15:40 Sustain the competitive advantage through effective business transformation of procurement around 4 key principles

  • People & Organization - Branding initiative of Procurement Organization and procurement role transformation
  • Stakeholder partnership & Supplier relationship - Strategy in enhancing internal and external relationship
  • Process & program Excellence - Transformation journey to process & program excellence
  • Controls & compliance - Standardized Policies & Procedures to measure and strengthen compliance

Sebastian Chua
Regional Procurement Director, Asia Pacific
Alcatel Lucent

15:40 LIVE DEBATE ON THE STAGE: Chasing the dollar or searching for value? Knowing what you need and keeping the perfect balance on Cost, Value, Quality & Sustainability

  • When must value take a backseat to cost and vice versa?
  • Finding the right balance – developing decision metrics
  • Designing the partnership to meet the cost/value quotients

Panellists:

Vinod Sivarama Krishnan
CIO-Global
Jubilant Life Science*

Shiva Prasad Bebarta
Global Outsourcing Executive and Vice President
Morgan Stanley

Vijay Sethi
VP – IS & CIO
Hero MotoCorp*

16.20 Serving the globe from India: Breaking the myths of an evolving global outsourcing landscape and sustaining how India’s pole position

India has long been the leading location globally for outsourcing opportunities, however, the push towards globalisation has raised some serious questions around India’s value proposition to the world: Is there a big enough pool of skilled talent? Is the ever-increasing cost in India still justifying an offshoring fundamental - the labour arbitrage? Hear what experts have to say:

  • What is India’s new edge to compete with emerging world outsourcing destinations?
  • High demand on skilled-based talent: Is being India stretched to its limits?
  • Rural BPO: What strategies should be undertaken to supplement the outsourcing market?
  • Trend setters: How are leading BPO players advancing the value proposition?

KSV ( KS VISWANATHAN)
Vice President (Industry Initiatives)
NASSCOM

17:00 Chairman Speech

17:10 Awards Ceremony followed by Cocktail Reception