Deloitte Public Sector Shared Services Conference 2019How to be a leader in the digital shared services age and why you need to become ‘customer-educated’

Guy Mercier, Independent Strategic Adviser (Formally GBS Lead, Solvay)

1. Digital business environment @ SOLVAY

2. Digital impacts on your operating model

3. Digital next generation of leaders (going beyond the millennials)

4. Key challenges for your digital transformation journey:

how to make of your shared services organisation a real “digital transformation engine” creating value for your customers.

Digital Leadership in Shared Services organisations

1. Solvay Group business environment

350m€

YEARLY BUDGET

30 BANGKOK

SINGAPORE

PRINCETON

SÃO PAULO

CURITIBA

COUNTRIES

Regional Offices Service Centers

LYON

BRUSSELS-PARIS

LISBON

RIGA

56%

18%

19%

7%

HEADCOUNT

2000

NATIONALITIES

40

110SITES

p.s: Guy Mercier as former head of Global Services Delivery Operations covering the 4 End-to-End processes

Solvay SBS as a matured GBS with a global footprint

End-to-End processes service-offering

Procure to Pay (PtP) Order to Cash (OtC) Hire to Retire (HtR)

Record to Report (RtR) Information Services (IS) Services

- 1,295,406 invoices processed

- 44,700 suppliers

- 83.3% supplier payments on time

PILOT - Robotization of report & data

files creation

- 95.6% invoicing accuracy

- 71% payments automatic matching

- 4.89% overdue

- 257 legal entities managed

- Integration of 55 Cytec companies

into Group Reporting

- 91% compliance for Close

New Transfer Price and BFC

administration services go-live

- Google Apps: 80M emails received,

14M sent, 11M documents stored in

Gdrive,

- Freshdesk ticketing tool: 190k

tickets created, 67.24% of users

already satisfied

- 4,200+ HtR tickets created each

month- 27,000 Solvay employees & 40,000

payslips- Requests solved in less than 48h

- 99% payment accuracy

- ISO 9001:2015 & ISO 27001:2013

- 62% trained in Customer Centricity

- Customer Satisfaction Survey rating

3,3

We have 26 Robots in production plus 50 to come in every process with for example: • Chatbot to manage on line questions from 30,000 employees, • RPA to close “smartly” inter-company accounting system• Robot to control and correct wrong invoicing and to manage month end accruals and deliver smart management reports

Solvay Business Services organisation

2013 2014 2015 2016 2017 2018 …2020

SBS LAUNCH

IMPLEMENTATION

STABILISATION

TRANSFORMATION

SERVICE

OPTIMISATION

BUSINESS

ENABLEMENT

The SBS transformation is accelerating

Digital

Excellence

New

Business

Models

Digital

Enablers

& Culture

Objective

Use digital technologies to boost operational excellence

• Increase productivity, efficiency, flexibility, profitability

along the entire value chain

Leverage digital to innovate and disrupt our business models

• Be obsessed about customer needs

• Develop new services based on digital

Create the conditions to enable the digital transformation:

• Change Solvay’s culture & management model towards a

more customer focused, collaborative, open to ecosystem,

agile, analytics and innovation driven organisation

• Develop digital talent & know-how

• Accelerate the adoption of adequate digital tools

Speed up Solvay’s

transformation towards a

more customer centric,

agile, innovation driven

multi-specialty company

Advanced

process

control

CRM

Dental

360

Digital

essentials

Reverse

Mentoring

In line with

Oxygen

Project

Digi4Frack

Digital

lab

notebook

Basic

Infra

2. Digital impact on your operating model: SOLVAY Group vision

Digital@Solvay

OXYGEN

group project

Digital@SBS

Office

Digital Champions

in each Business

and Functions

Data Analytics

Network & Systems@

Solvay Employees

2. Digital Organisation: A network to ensure agility and coherence

AWARENESS PROGRAMS - BRAINSTORMING SESSION

Summarising knowledge transfer during the boot-camps and seminars

Ensuring continuity in the spreading of a digital culture, with content production

Workshops on Digital Transformation, Internal Crowdfunding, etc..

CUSTOMER EXPERIENCE / COLLABORATIVE TOOLS

Identifying the best practices and areas for improvement regarding the method

Spreading collaborative innovation and community building

Examples: Reverse Mentoring, Tools Coaching, Digital Signage, Digital animation

DIGITAL WATCH / LEARNING TOUR

Newsletter, Conference’s invitations, Meeting with Startups

DIGITAL EXPERTISE on demand

Big Data & Visualisation, Search Driven Analytics

Industrial Internet of Things, Operational Process Digitalisation

2. Digital Office: What we can do for you?

I will work

on what matters,

in alignment

with Group

priorities

I will feel less

bureaucratic

burden, on

a daily

basis

I will work in

a simpler,

faster, more

collaborative

environment

I will develop

trust

relationships

with colleagues

and

customers

WHAT DOES IT MEAN FOR ME AND FOR MY CUSTOMERS AT THE END ?

What will change for the individual employee

• Do not roboticise what you are doing wrong today• Adapt your operating model to your customer needs, not technology• Be fast and agile; build operating models “to change” not “to last”• Share experience with your customers and suppliers – and make your

employees happy

Strategic View

• Be ready to change culture and to adapt behavior to customer needs• Do not rely on the market to tell you what to do• Bring new skills on board but train them well and support your existing

organisation during their transformation• Be inclusive and develop a new eco-system – customers and employees• Reward short term successes and do not fail fast

Human view

• Go beyond buzzwords and hype• Build realistic and pragmatic digital transformation roadmaps• Robotisation will run standard processes fast… the ultimate goal will have

to be machine learning

Operational view

3. Digital Next Generation of Leaders

The traditional SSO or bigger GBS models will not survive if they do not create long term value or satisfy their customer needs

SSO model will have to deliver higher quality not only in transactional processing but also through ’tailored-made’ services at the lowest possible cost

Operational efficiency + Cost competitiveness + Compliance are a must do to remain into the competition but customer centricity is a key differentiating factor

And they will require SPEED and AGILITY.

a new way of thinking and designing SSO

4. From Operational Excellence to Services Excellence

Thank you and Good luck … the future is YOURS