27-28 July, 2016
The Warwick Allerton Hotel, Chicago, IL



09:00 - 09:15 Chairperson's Recap of Day One

This case study will highlight how one GBS leader was able to transition his shared services function into the GBS model. He will highlight some of the strategies he employed in promoting a smooth transition for his staff, business operations, and consumer satisfaction.

This session will:
  • Provide real life perspectives on the transition process, roadblocks encountered, and how those obstacles were overcame
  • Discuss the company’s current stage of transition and future plans to develop in an evolving GBS organization
  • Give examples of what the organization would have done differently if it had the opportunity to redo the transition process in order to keep in line with the characteristics of a true GBS strategy


Isabel Tan

SVP, Global Business Services,
Warner Bros. Entertainment Group of Companies

10:00 - 10:45 DISCUSSION: Taking the Plunge: Is a GBS Model Right for Your Organization?

Tom Hallet - VP Global Business Services, McGraw Hill Financials
More and more organizations are taking the plunge to transform their businesses into a GBS strategy. Whether you are struggling with the transformation or have already implemented a GBS strategy the question still remains “is a GBS strategy right for your company?” A few have taken the plunge and later decided that this type of strategy was not right for their organization. So, how do you know if a GBS strategy is right for you? Or, is a shared services strategy a better implementation for your company’s design? What are the implications of both?
Join the discussion and understand each others’ perspectives on whether a GBS strategy is right for you, explore lessons learned by more mature organizations, and discuss some of the best ways to implement and maintain the efficiency of your GBS organization.


Tom Hallet

VP Global Business Services
McGraw Hill Financials

10:45 - 11:15 Morning Network Break

Meet the Experts - During this break attendees will have
the opportunity to meet with the presenters of the previous
sessions for a brief Q&A to clarify issues that were not
addressed during the presentations.


Robert Bradford - Sr. Vice President, AkzoNobel

With all the moving parts within a GBS Organization,
it is extremely important to have a proper governance
structure to ensure there are appropriate lines of
communication throughout the organization. This
discussion-based module will discuss the challenges
found in building such a structure and the best practices

CASE STUDY: A Well Defined Governance Structure That Works

In this session, hear from an organization that has successfully identified a governance model that is both as structured, as agile, and as standardized as it needs to be.

Topics of conversation include:

• Executive and business unit governance
• GBS governance
• Provider governance


Robert Bradford

Sr. Vice President

12:00 - 12:45 ROUNDTABLE DISCUSSIONS Session B: Establishing a Proper Governance Structure for Your Global Business Services Organization

Viral Chhaya - Director - Global Business Services, General Motors
Certain factors play a vital role in the success of any business. These often include leadership, costs, resources, communication, and location. Likewise, the same is true in order to successfully operate a GBS organization. A GBS model must have a governance structure. It should run like a business and report up at extremely high levels – even having the head of GBS reporting to the CEO. Governance ensures that stakeholders’ needs are properly taken into consideration and addressed, company objectives are achieved, risks are monitored and accessed effectively, and the management of issues and business processes are aligned with the company’s initiatives. In this session participants will be placed in two groups to discuss how to effectively implement a proper governance structure that will work for GBS organizations.

This session will
  • Provide an understanding of the significance of developing or finding a governance structure that is right for your organization
  • Compare different governance structures employed by GBS organizations and how implementing a similar structure can enhance your business operations

Viral Chhaya

Director - Global Business Services
General Motors

12:45 - 13:45 Networking Lunch Break

This session is a culmination of the previous session on Establishing a Proper Governance Structure for Your Global Business Services. Representatives of each break-out group will discuss with the group at large the findings and conclusions on governance made by their respective groups. At the end of this discussion, attendees will have a better understanding of the importance of a governance structure to the success of their GBS organizations, what governance structure might be right for their companies, and how to implement a structure that works.

Robert Bradford

Sr. Vice President


Viral Chhaya

Director - Global Business Services
General Motors

14:30 - 15:15 Standardization, a Winning Strategy for GBS Organizations

Pavan Pamidimarri - VP Global Business Services, Levi Strauss & Company
Standardization of people, business processes, and strategies are often appealing since they enable organizations to improve their competiveness, customer experience, and cost savings. An organization that does not utilize standardization will often experience a high cost of operations. Concurrently, organizations that utilize standardization in their business processes will find consistency, flexibility, and uniformity of operations across the regions. They are better able to make predictions since certain business processes are standardizes and adhere to. More and more GBS organizations are employing standardization as apart of the GBS model in an effort to promote cohesiveness.

This session will:
  • Discuss how standardization has influenced efficiency and cost savings through reduced cost of manual labor as well as ensuring that products and services are consistent 
  • Explain how GBS can successfully make the transition

Pavan Pamidimarri

VP Global Business Services
Levi Strauss & Company

15:15 - 15:45 Afternoon Networking Break

15:45 - 16:30 CASE STUDY: The Role of GPO in a GBS Organization

The Global Process Owner Model is top of mind in many Global Business Services organizations. Many GBS organizations have now embraced GPO to optimize end-to-end processes across functions, ensure standardization, efficiency, controls, and performance. The GPO model is not for everyone and is often challenging to implement given the functional structure and silos mentality that are historically present in many organizations. In this case study, however, you will hear how one organization’s GPO model has progressed successfully with its Global Business Services Organization and enhanced its business operations.

This session will:
  • Describe some of the difficulties encountered while implementing a GPO model in a GBS organization, for example, Procure to Pay (P2P) process which involves multiple line of business employees who are involved in one end to end process. This process can sometimes be detached and unproductive because each business employee is accountable for their own function 
  • Discuss how a GBS organization is able to achieve standardization regardless of regional requirements 
  • Highlight the processes covered by a GPO model in a GBS organization 
  • Explore why a GPO model may be right for your organization

16:30 - 17:00 Transforming Data into Actionable Information through Analytics

Susheel Tanwar - Director of Financial Planning Analysis, Juniper Networks
Many organizations are employing analytics to assist in the decision making process. From workforce planning to customer service, analytics has been used by various organizations. Analytics can be used to capture a large quantity of information and detect patterns much faster than the unaided human mind ever could. Global Business Services are now incorporating analytics in their business processes in an effort to determine market trends, workforce planning, product development, and customer satisfaction.

This session will:
  • Identify new trends in implementing new analytic software, for example, rather than taking the traditional approach of using excel, many organizations are now using Tableau, Qlikview, and Cognos when exporting data
  • Describe the benefits of employing the different types of analytics (descriptive, predictive, and prescriptive) and discuss which type might be right for your organization
  • Explore how organizations are keeping up with industry changes as it relates to improving analytic tools and ensuring compatibility with their present systems

Susheel Tanwar

Director of Financial Planning Analysis
Juniper Networks

17:00 - 23:59 END OF CONFERENCE