© 2011 financial operations networks llc managing constant change in ap today michelle...

© 2011 Financial Operations Networks LLC

Managing Constant Change in AP Today

Michelle Zacharias-HuntAOL

Wednesday, April 13, 2011

www.TheAPNetwork.com

THE ACCOUNTS PAYABLE

Leadership Conference

The Background….



Leadership ConferenceThe Only Thing Constantat AOL is Change!

AOL’s infrastructure continuously evolves in order to support our transforming market.

1985QLINK ONLINE SERVICE THROUGH QUANTUM

INSTANT MESSAGING LAUNCHES / QLINK RENAMED AMERICA ONLINE

AOL BEGINS MAILING MILLIONS OF DISKS

1989-1991 1993 1995

AOL REACHES 1M MEMBERS

THE BEGINNING

1995AOL.COM HOMEPAGE, FLAT RATE PRICING, AND “THE BUDDY LIST”

ACQUISITIONS INCLUDE COMPUSERVE, ICQ, NETSCAPE, MOVIEFONE, AND MAPQUEST

AOL TIME WARNER MERGER AND AD.COM ACQUISITION

1998-2000 2001-2004 2006

NAME CHANGES TO AOL, CONTENT AND

SERVICES OFFERED FOR FREE

THE MIDDLE

2008OVER 80 CONTENT SITES LAUNCHED

AOL BECOMES AN INDEPENDENT, PUBLICLY TRADED COMPANY

ACQUIRED TECHCRUNCH2009 2010 2011

ACQUIRED HUFFINGTON POST

AND NOW…




How has the company’s transformation over the past four years impacted the AP department?

Business Model Shift

Member Based Business

AdvertisingBased Business

Accounts Payable Mergers & Acquisitions Partner Management

700% increase in micro payments (non-std)

AP not only needs to be efficient, it needs to stay flexible to meet changes in the businessAP not only needs to be efficient, it needs to stay flexible to meet changes in the business

29 acquisitions Multiple outsourcing relationships for

processing, audit, and helpdesk

http://corp.aol.com/newsroom/media-gallery/logos/aol-logo




How did AOL get from point A to point B?

Successful Outsourcing

Well Defined Metrics

Developing an Invested Culture

Stabilizing the Control Environment

Streamlining Processes



Leadership ConferenceWhere are We Today?

AOL is a leading-edge web services company, with an offering of premium and niche content sites,

world-class tools and platforms

About 250 million people around the world rely on AOL

http://www.patch.com/

http://techcrunch.com/

http://shortcuts.com/




• Financial systems were on an unsupported version of Axs-One

• Financial processes were embedded in the accounting area

• Business processes lacked documentation and scale

• Budget pressures were a reality in order to fund AOL’s transforming business model

• Inability for ease of acquisition integration. Finance needed to be able to support AOL’s movement towards more of an open technology platform

• Cost of service was high compared to benchmarks

The objective is to always ensure that the infrastructure (human, technology, and business) is ready when change

happens.

The objective is to always ensure that the infrastructure (human, technology, and business) is ready when change

happens.

Of CourseChange is Difficult….



Leadership ConferenceAP Ingredients for Success

1. Leadership and Vision

2. Establish a Culture— Customer awareness— Employee development— Measurements— Transformation/Efficiency

3. Control Environment

4. Technology – Enabler

5. Outsourcing – Enabler

Recipe for an efficient, responsive, scalable and controlled AP organization

Key Ingredients




Old ModelOld Model

AP Resource AllocationFront Office = Customer Facing/Intake

Back Office = Operations

Processing Minimal Time Addressing

New Customer Requirements Limited Formal Customer Intake Manual Controls Sub-optimized Systems

Process Optimization Majority Time Addressing New

Customer Requirements Formal Customer Intake Systemic Controls Integrated Systems

New ModelNew Model

FrontFront BackBack FrontFront BackBack

Customer Facing/Intake

Processing

Transformation

Accounting andControl




Successful Outsourcing




In selecting an outsourcing solution, there are many key elements that help to arrive at a strategy.

Outsourcing Objectives

• Reduce costs

• Speed to implement

• ERP expertise

• Sustain compliance and control minimize disruption to customers

• Build scale for growth

• Increase capability

• Knowledge of business

• Flexibility of managing retained workforce

• Ease of start-up

• Leverage existing global workforce

• Move routine work to free up time for higher value work




Key Enablers of Outsourcing Success

• ERP solution – robust functionality for effective outsourcing

• Scanning – getting the work in a virtual environment

• Workflow tools – move the work where it needs to go

• Clear handoffs – provide for appropriate review and approval steps and help maintain strong control environment

• Process documentation – clarify roles and responsibilities




Establishing Effective Working Relationships With Systems Support Groups

Accurate

Network

Map

Effective

Backup Plans

(BCP)

Clear

Escalation

Paths Issue

Resolution

SLA’s

Documented

Issue Intake

Process

Documented

Roles and

Responsibilities

Latency

Avoidance

Solution

Early IT

Planning

Participation

Effective

Systems

Support




• Bringing on an outsource partner forces your processes to grow up

• Process owners need to know they have “skin in the game” for success

• Don’t underestimate the level of internal opposition to your deal

• Performing the first BPO at a company can be time consuming (Legal, HR, IT & Corp Communications, SOX planning and compliance)

• Have your partner prepare for a staff augmentation role

• Resources are less pliable than you think – difficulty dealing with the ambiguity

• Broken processes can be targeted for offshore (you get reengineering and labor arbitrage for one price)

• BPO contract negotiation expertise is essential to cutting the right deal

• AOL’s first BPO deal presented significant challenges in the IT area and represented some of the greatest risks to the success of our project. Engage IT resources early and communicate frequently

Lessons Learned



Leadership ConferenceSome Things to Plan For in IT Area

Plan for dedicated IT project resources and engage them early to discuss and plan for all relevant IT areas. Some key things to cover include:• Network connectivity and support• Desktop application support• Application performance (citrix etc.)• Printing infrastructure• Security/authentication• User access management/onboarding • SLA’s and escalation procedures• Business continuity plans

Prepare plans for transition phase and post transition support. If plans are not executed effectively, savings realized and operational efficiency can be dramatically impacted.




Streamlining Processes



Leadership ConferenceProcess Mapping

Process Mapping is the activity of representing a process that illustrates:• What activities are completed by whom in what sequence• Hand-offs between departments or individuals• Operational boundaries, also called swim lanes• Clear starting and stopping points

Why map a process?• Diagnostics: determine the cause of a problem or condition• Improvement: As-IsShould-Be Could-Be• Business Requirement: Supplier, regulator or industry standard (i.e., ISO 9001)

• Education/training




General ProcessImprovement Steps

• Gather information― Existing “As Is” documentation and actions― Interviews and questionnaires, structured interviews

• Isolate deficiencies in the current process

• Re-work the process to maximize improvement opportunities

• Identify necessary checks and balances to keep the process in control




Well Defined Metrics



Leadership ConferenceKey Elements ofAOL AP Metrics Program• Balanced Scorecard – 143 Total Metrics

— Customer (30)— Control (39)— Operational Excellence (58)— Human Capital (16)

• Monthly performance against targets― Green: Meets expectations― Yellow: Needs improvement― Red: Needs significant improvement

• Analysis & remediation plan for yellow/red metrics― AP impact― Root cause analysis― Remediation plan― Follow-up until green

• Monthly attestation meetings/Quarterly Review― Sign-off on accuracy & remediation plan― Monthly meeting by functional group― Quarterly meeting combined all groups

Ref Process Sub-process# of Metrics JAN FEB MAR APR MAY JUN JUL AUG Process Sub-process

# of Metrics JAN FEB MAR APR MAY JUN JUL AUG

1.01 PTP Contract/Master Data 4 1.75 2.00 2.00 2.00 2.00 2.00 1.75 2.00 2.01 PTP Contract/Master Data 3 0.3 1.8 1.8 2.3 2.3 2.3 2.3 2.3

1.02 PTP Req-PO 2 3.00 3.00 3.00 3.00 3.00 3.00 3.00 1.50 2.02 PTP Req-PO 1 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0

1.03 PTP Invoice-Payment 1 -2.00 2.00 1.00 2.00 2.00 2.03 PTP Invoice-Payment 4 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0

1.04 PTP T&E 2 2.50 2.50 2.50 2.50 2.50 2.50 -0.50 1.75 2.04 PTP T&E 3 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7

1.05 PTP Partner Settlement 1 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.05 PTP Partner Settlement 1 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0

1.07 PTP Sourcing 8 -0.13 -0.19 2.00 1.56 1.56 2.07 PTP Sourcing 2 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0

1.08 OTC Credit 1 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.08 OTC Credit 2 2.0 2.5 2.5 2.5 2.5 2.5 2.5 2.5

1.09 OTC Ad Billing 1 -2.00 -2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.09 OTC Ad Billing 1 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0

1.10 OTC Collection 2 0.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.10 OTC Collection 0

1.11 OTC Cash Application 2.11 OTC Cash Application 2 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0

1.12 RTR Cash Reconciliation 1 2.00 2.00 2.00 2.00 -2.00 2.00 2.00 2.00 2.12 RTR Cash Reconciliation 6 2.2 2.1 1.3 2.3 2.1 1.0 2.3 2.3

1.13 RTR GRIR 3 2.00 2.00 1.67 1.67 1.67 1.33 1.67 1.67 2.13 RTR GRIR 0

1.14 RTR Fixed Assets 1 -2.00 2.00 -2.00 -2.00 2.00 2.00 2.00 2.00 2.14 RTR Fixed Assets 1 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0

1.15 SUP Internal Control Desk 0 2.15 SUP Internal Control Desk 9 2.3 2.3 1.7 2.3 2.3 2.3 1.1 1.6

1.16 SUP Treasury Services 2 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.16 SUP Treasury Services 2 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0

1.17 SUP Help Desk 0 2.00 2.00 2.00 2.00 2.00 2.17 SUP Help Desk 0

1.18 SUP Leasing 1 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 2.18 SUP Leasing 2 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0

Total Customer Metrics - Overall Rating 30 1.41 2.00 1.91 1.44 1.40 2.07 1.76 1.83 Total Control Metrics - Overall Rating 39 2.14 2.29 2.04 2.37 2.33 2.14 2.08 2.16

Ref Process Sub-process# of Metrics JAN FEB MAR APR MAY JUN JUL AUG Process Sub-process

# of Metrics

JAN FEB MAR APR MAY JUN JUL AUG

3.01 PTP Contract-Master Data 5 1.0 2.4 2.4 2.4 2.4 2.4 2.4 2.4 4.0 SSC Performance 4 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0

3.02 PTP Req-PO 2 1.3 2.5 2.5 2.0 2.5 2.0 2.5 2.5 4.1 SSC Training 2 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0

3.03 PTP Invoice-Payment 5 2.4 2.4 2.4 2.4 2.2 2.4 2.4 1.6 4.2 SSC Education 2 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0

3.05 PTP Partner Settlement 5 2.1 2.4 2.4 2.4 2.4 2.4 2.1 1.2 4.4 SSC Involvement 2 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0

3.06 PTP PCard 4 2.1 2.4 2.4 1.0 2.4 2.4 2.1 2.4 4.5 SSC Satisfaction 2 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5

3.07 PTP Sourcing 3 0.3 2.0 2.0 2.0 2.0 4.6 SSC Inclusion 2 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5

3.08 OTC Credit 1 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0

3.09 OTC Ad Billing 2 1.5 1.5 1.5 2.3 3.0 2.3 2.3 0.0

3.10 OTC Collection 10 2.1 0.6 1.2 0.8 0.3 0.2 0.4 1.1

3.11 OTC Cash Application 5 0.6 1.2 1.2 1.2 1.2 1.2 1.2 1.2

3.12 RTR Cash Reconciliation 1 -3.0 -3.0 -3.0 1.5 1.5 3.0 3.0 3.0

3.13 RTR GRIR 8 1.5 1.9 1.8 1.9 1.6 1.8 1.8 1.8

3.14 RTR Fixed Assets 1 0.0 0.0 0.0 0.0 0.0 0.0 0.0 -3.0

3.16 SUP Treasury Services 2 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5

3.18 SUP Leasing 4 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0

Operational Excellence - Overall Rating 58 1.67 1.67 1.75 1.67 1.76 1.77 1.77 1.61 Human Capital Metrics - Overall Rating 16 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5

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SSC Metric Underperformance Analysis Month: 0808 Date of this form: 081208 SOURCE0801 Balanced Scorecard Category Process Sub-Process

Sequence Number

Metric Description Expected Minimum JAN FEB MAR APR MAY JUN JUL AUG

Customer PTP Sourcing SO13 Total RFX Events Completed (RFI, RFP, Auction, etc.) Total Electronic+Manual 4 3 1 0 2 4 3 3 2 1 Description of Deficiency Impact on SSC Performance Only completed 2 RFPs this month vs. old target of 4; 2 still outstanding due to customer timelines.

Potential cost to customer budgets: $2M RFP policy threshold; assume 10% RFP savings = $150-200K per missed event

Root Cause No root cause – based on RFP actuals that are determined in conjunction with the business.

Remediation Plan Completion Date Identify actual RFPs planned for rest of year to ensure we hit target; task category leads with submitting planned RFP information. Note: May need to adjust metric since metric revised to 25 for the year (so target would be 2-3 per month vs. 3-4 there now).

12/31/08

Remediation Plan Results Date Month 1 Still tracking RED; assuming revised goal of 25, this put us 3 down which is a potential $450K-$600K impact on cost savings; only several RFPs planned for rest of year due to declining customer large dollar purchases. Sourcing VP to meet with SVP on refining goal in light of cost control initiatives and reduction in force affecting Sourcing.

09/17/08

Month 2

Month 3

SSC Metrics 2008 ACCOUNTS PAYABLE - INVOICE PAYMENT

Dollars in Thousands Actual Performance

High

Im

pact Seq

#Metric Description BSC Expected Minimum JAN FEB MAR APR MAY JUN JUL AUG

● IP10 % of invoices processed within 3 business days OPEX 98.0% 90.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

● IP11 % of invoices processed accurately OPEX 95.0% 90.0% 99.2% 99.2% 98.9% 99.2% 99.2% 99.1% 99.6% 98.5%

IP1 Discounts taken and missed (% of discounts taken) CUST 55.0% 45.0% 15.8% 81.9% 54.7% 67.8% 56.4% NM NM NM

IP4 % of invoices paid by PO vs Disbursement Request ($) CONT 20.0% 17.0% 70.8% 63.8% 58.5% 57.3% 61.4% 71.3% 66.3% 56.0%

IP5 %of invoices paid by PO vs Disb Request (#) CONT 60.0% 50.0% 76.5% 77.9% 79.6% 77.3% 74.7% 75.2% 68.2% 69.1%

IP8 Average invoices processed per processor (monthly) OPEX 600 500 699 652 636 708 576 602 666 602

IP9 % of wire documents settled in SAP within 48 hours OPEX 95.0% 90.0% 100.0% 99.5% 98.7% 100.0% 100.0% 100.0% 100.0% 87.3%

IP12 % of month end balance more than 60 days past due OPEX 10.0% 15.0% 0.4% -1.1% 4.0% 1.7% 1.1% 2.4% 1.6% 3.6%

IP13 Variable cost per invoice processed OPEX FUTURE FUTURE NM NM NM NM NM NM NM NM

IP17 % inv. $ paid PO vs. Disp. Request (Limited) CONT 80.0% 70.0% 84.2% 91.2% 81.6% 85.7% 82.2% 84.6% 92.7% 86.0%IP18 % inv. # paid PO vs. Disp. Request (Limited) CONT 80.0% 70.0% 90.0% 88.7% 89.0% 88.1% 86.4% 86.5% 89.3% 84.3%

Standard Average Monthly Rating 1.60 2.00 1.90 2.00 1.90 2.00 2.00 1.56

Weighted Average Rating 1.80 2.20 2.10 2.20 2.10 2.22 2.22 1.78

SORT BY SEQ NUMBER

SORT HIGH IMPACT




Challenges• Access to data

• Multiple formats

• Determining what to measure

• Setting objective performance targets

• Manual nature of data compilation

• Clear and concise reporting

• Shifting cultural mindset from transactions to metric analysis

MeasurementDrives Performance

Critical Success Factors• Efficient data gathering and

compilation process

• Ownership of data by “miners”

• Effective root cause analysis

• Ownership of results & remediation plans by process owners

• Leadership attestation

• Rigor & discipline in the program

• Continuing evaluation of measurements to ensure relevance

• Engagement of team members and belief in the benefits of the program




Stable Control Environment




Ernst & Young

Docum

enta

tion

Control Monitoring

Train

ing

Comm

unication

Process Audits

Time W

arner In

ternal A

udit

BC

P/S

AS

70

SO

X K

ey Co

ntro

ls

ICD

AP Control Environment

Control and Complianceare embedded in the minds

of our Teams

Control and Complianceare embedded in the minds

of our Teams

APAP




• Fear of the legislation — Consider all processes in key control designation— Train personnel early and often

• Understand your controls— Key vs. non-key— What risk is mitigated by the control— What are the implications to other business units— Each business unit owns their own key controls

• Flexible yet compliant— Adapt to changing business environment while remaining compliant— Don’t be afraid to ask why (Employee Empowerment)

• Update as necessary— Obtain support from the audit team, but don’t be afraid to update your control structure

• Monitor, test, review— No matter how confident you are, something could still go wrong

Key Elements




Developing an Invested Culture




It became evident that in the midst of constant change at AOL, one of the key components to maintaining the unity, effectiveness and morale of the AP team is its dedication to continuing a strong sense of CULTURE

within the organization.

AP anticipated the changing needs of AOL, and began to transform its team into flexible &

adaptable utility players. A key component of this workforce transformation was the development of a

strong Cultural Program.




The AP Culture is composed of 3 core elements:

Communication

Education & Transformation

Team Building




AP Top 10Culture Initiatives

• Customer Connection— Center-wide Customer Service Training— Power User Sessions, Customer Related Operation Service Level Agreements

• Skip Level Lunches (monthly), All Hands (quarterly)

• “Pipeline” & “Note from Controller” (bi-monthly)

• Lunch and Learn (quarterly)

• Transformation Board

• Operational Themes — 2006: Know Your Numbers— 2007: End-to-End Process Awareness— 2008: Tell the Story — 2009: Happy Hour is Minutes Away— 2010: Go for the Gold

• AOLU People Development• Rewards & Recognition and Stars Program (quarterly)

• Leadership Meetings (quarterly)— 2010 Leadership Team — Director Council

• Fun Team Events (monthly)— American Idol Pool— Chili Cook Off and Paper Football Tournament— Family Feud

Communication(internally & externally)

Education & Transformation

Team Building



Leadership ConferenceTraining



Leadership ConferenceWiki



Leadership ConferenceOver the past few years, AP has launched a series of formalized Customer Service training classes. Each member of the team receives 40 hours of Customer Service training.

AP continues to underscore the value and necessity of strong customer service with the development of:• Formalized Customer SLAs • Formalized AP Help Desk• Monthly Power User Calls• Monthly Customer Surveys• ESD: Executive Service Desk• Annual SSC Customer Service Day

Customer Service

Step 1

Shared Service Workshop 1

Step 3

Customer Interviews

Step 4

Customer Workshop

Step 2

Shared Service Follow-up

• Confirm the SLA template

• Document activity list

• Key improvement ideas

• Customer lists

• Confirm activity list

• Customer prioritization

• Key SS capabilities

• Identify key customer inputs

• Gather KPI’s

• Importance of functions

• Confirm SS services

• Feedback on quality/service

• Main improvement areas

• Flush out customer expectations

• Set mutually agreed targets

• Confirm major improvement areas

Step 5

SLASigning

• Agree to Service Level details

• Sign SLA

• Set-up regular review meeting times



Leadership Conference AP PipelineThe AP Pipeline is a Center Newsletter published approximately every 2 months. The newsletter encompasses key AP events, information, announcements & team fun facts. The newsletter is intended to keep the AP Community informed and connected.



Leadership ConferenceController’s OrgAwareness Challenge

Program Highlights:1. Well over half the number of people within the Center participated

in the Awareness Challenge.2. Over half of that population participated in 3 or more Challenges.3. The themes of the Challenges encompassed our initial 3-pronged goal of Individual, SSC and

AOL awareness.

How much do you already know about the Controller’s Organization and AOL? How much can you learn in the next three months? Enough to earn you the most points in the 2010 Awareness Challenge?

The Awareness Challenge will take place during the next 3 months. This Challenge will culminate with a live Question Tournament. The winner (the person with the most points) will walk away with the highest honor ~ being named the Awareness Guru!

Weekly Awareness Challenge Themes:• Guess Who? • Fun Team• Metrics• Website• Process Areas• General & AOL First Look• AOL Awareness• AOL ‘Sites’



Leadership ConferenceRewards & Recognition

• Nominations can be submitted by all AP Employees. • Nominations are reviewed, and the award winners are announced during each All Hands meeting. • All Nomination forms have the AOL Personal Best Principles as it relates to each award category

printed on the back of the nomination form.

• Einstein Award – Process improvement

• 3-Star Award – Outstanding customer service

• “Protect This House” Award – Contributing to the enhancement of AOL's control environment

• Offensive Player of the Game Award – Dedication and excellence

• Big Cookie – Demonstrated teamwork

http://search.aol.com/aol/imageDetails?s_it=imageDetails&q=cricket&img=http://markgorman.files.wordpress.com/2008/08/cricket-ball.jpg&site=&count_override=20&host=http://markgorman.wordpress.com/2008/08/&width=150&height=100&thumbUrl=http://images-partners-tbn.google.com/images?q=tbn:xWPRAtMCrWNrAM:markgorman.files.wordpress.com/2008/08/cricket-ball.jpg&b=image?q=cricket&page=1&count_override=20&oreq=f71578c102e74cd1ad21a88d0101c6c7&oreq=c17165e3209b402b8ea296339a724880&imgHeight=2592&imgWidth=3888&imgTitle=%3Cb%3Ecricket%3C/b%3E&imgSize=1519979&hostName=markgorman.wordpress.com



Leadership ConferenceAP Stars ProgramAP also established the Stars Program. The Program invites all members of the team to quickly and publicly recognize their colleagues for doing a great job.

The Stars Program is structured as follows:• A Star can be posted by anyone within the Center and is

available for all to read. • Each week, the board is cleared. • The Stars are posted outside each recipient’s workspace. • The names of the receivers are also posted on a large Star

highlighting the week’s Stars.• The large Star is posted along the wall of the hallway ~ fondly

named: The Boulevard of Stars

During the first week’s Program launch,over 30 stars were posted.

Since the program was launched, there have been over 300 stars posted!



Leadership ConferenceTeam Building: Fun Team• Annual Chili Cook-off & Paper Football Tournament

• American Idol Pool

• Pet Look-a-like Contest

• Family Feud

• Wii Challenge

• Halloween Pod Decorating Contest

• Egg Hunt

• Volunteering (Holiday Coalition, Servathon, Earth Day)

• Desktop Giveaways

• Secret Santa & Re-gift Event

• Fall Festival

• Cinco de Mayo

• Fun Team Bulletin Board



Leadership ConferenceImprovementsWe Have Seen

Area Before After

System AXSone SAP

People 40% Annual Attrition <10% Annual Transition

Process Manual, clunky, resource intensive Scalable

Documentation Limited Complete with desktop procedures

Metrics Limited or not available Balanced scorecards

Efficiency Not measured Savings realized

Transformation Skills limited to a select few Skills spread throughout team in U.S. and at Partner

Our partnership enables us to focus on being a Transformation center not a Transaction center

Our partnership enables us to focus on being a Transformation center not a Transaction center

© 2011 financial operations networks llc managing constant change in ap today michelle...

Documents

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technology enabler5