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14-15 September 2016
Lisbon, Portugal
#DeloitteSharedServices
Deloitte Shared Services, GBS & BPO Conference
Plenary 2: Vodafone – Implementing a large mixed ownership Global Business Services model
Steve McCrystal, Vodafone
Vodafone Shared Services
Presented by Steven McCrystal
3
VodafoneOne of the world’s largest telecommunications
companies with a presence in Europe, Africa, the Middle East and Asia Pacific
£ 37.2 billionMarch 2016
Service revenue
The Group has significant international presence with mobile operations in 26 countries, 55mobile partner networks worldwide and fixed
broadband operations in 17 markets delivering great services to ~500m customersC1
A converged communications leader
Corefootprint Number 1 or 2
Four growth engines
• Data• Fixed• Emerging markets• Enterprise
in mobile
Unified communicationsPath to
Deeper and stronger in existing markets
Leading data network quality
Strong service revenue growth
Vodafone’s Strategy
Our Journey… Shared Services as a Key Strategic lever
20062007
2009
2011
2014
2016
050
600
4,200
20,000
13,500
Approved a single ERP to enable
standardization
First shared service centre established in
Budapest
India & Egypt begin to deliver Customer Operations and
Technology services
Shared Services Mgmt Committee
Established
Optimize global footprint; Romania
One Vodafone Shared Services to maximize
value
SHARED SERVICES
C1
A continually expanding portfolio of capabilities…
Finance
• Procure to Pay
• Reporting cycle
• Cash management
• Management accounting
• Sourcing
• Contract mgmt.
• Purchasing operations
• International mobility
• Front/back office (Ask HR)
• Learning & Development
HR
SCM
• Bid & Pricing
• Marketing & Sales
• Contracting & Legal
• Technology Operations
• Webchat
• Voice
• Back office
• Telesales
• Application development
• Application operations
• Application maintenance
• Testing
• m-care solutions (mobile app dev)
• Web portal / e-commerce and retail
• Robotics
• Social Media
• Network Optimization
• Firewall Services
• IP & VPN connectivity
• Data Management Reporting
• Predictive analytics
• Insights
• Sentiment analytics
Customer Care
Digital
Networks
BI/ Analytics, Research & Insights
Fraud & Security
IT
Enterprise
Our Strategic Objectives
• Increase VSS penetration
• Optimize and expand Footprint
• Leverage expertise in Shared Services
• Develop innovative products and services
• Do it better & smarter
• Embrace automation
• Digital Shared Services
Value creation is the measure of our success
VSS Digital vision
Define & embed a standardized digital
maturity index into our processes
Learn, adapt, drive, and implement new digital technologies to be an agile organization that creates competitive advantage
Implement the optimal process automation solution to “boost” process productivity and service
quality
Free up capacity enabling crowdsourcing capabilities
and solutions
Strengthen the digital security infrastructure to
protect our company, customers and
employee data
Digital Processes
Driving Digital
Embedding a standardized digital maturity index and applying the most effective technological solutions
Digital Index drivers
Robotics Mobility Social
Analytics Cloud
Digital Processes
Digital Processes
CLASS 1Basic Process
Automation
Interfaces
Batch Processing
Screen Scraping
+
+
CLASS 2Enhanced Process
Automation
Rules Engine
Multi System
Enhanced Controls
+
CLASS 3Autonomic/
Cognitive
Advances in Technology Automation
Artificial Intelligence
Natural Language
Processing
Machine Learning
Adaptive Alteration
“Big Data” Analytics
Large-scale Processing
Digital Processes
Digital Processes
Flexible Workforce to build a sustainable competitive advantage
FUTUREPRESENT
Fragmented workforce
management tools
Innovative is not a shared
behavior across teams and
organizations
Low levels of collaboration
3
54
Siloed and static workforces organized around specific skills and functions
Agile organization taking advantage of digitalization to boost ideation and strengthen talent sourcing
Training is structure by core
departmental core competencies
Siloed work generally aligned
by business function
Skills matrix
Continuous training is core
Crowdsourcing
“Think box”
1 2Project
oriented
Digital Processes
Digital Processes
Effectively manage a complex governance structure to drive continuous growth and customer experience excellence
ExCo
VSS Management Committee
VSS LTC
ust
om
er O
ps
En
terp
rise
BI
Fin
ance
HR
Tech
no
log
y
En
abli
ng
Fu
nct
ion
s
Sh
are
d S
erv
ice
s
Partners: Local Markets, Group Functions, 3rd Parties
Endorse strategy & sponsor execution
Steer the business & approve roadmap
Define strategy to maximize benefits & drive operational excellence
Ensure a holistic approach
Lessons Learnt
1. Be relevant
2. Shared services are always great…when they report to you
3. Say ‘No’ more
4. Don’t obsess on operating model/ownership – be pragmatic
5. Digital is real…lead or get out of the way
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