Whether you’re building the business case, designing a governance model, implementing an ERP system, or agreeing on a series of performance standards with the business, Launching and Managing Shared Services delivers the exact information you need to proceed with confidence. What’s more, the extended interactive sessions have been specifically designed to enable lengthy brainstorming, so you can get much deeper into your critical issues than is possible during a normal case study. With executive insights from Microsoft, Chevron, SAIC, Schneider, Cargill and Pitney Bowes – among many others – you can rest assured that the agenda contains proven methodologies that are guaranteed to enhance your shared services progress.

1. SAVE UP TO $1,247
WHEN YOU REGISTER BY 04/03/2009
proudly presents:
Launching and Managing TM
SHARED SERVICES
The Definitive quot;How Toquot; Conference for Implementing, June 23–25, 2009
Houston, Texas
Stabilizing and Optimizing Shared Services
Leverage the Wisdom of Senior Shared Services Thought Distinguished Speaker
Leaders, including: Faculty includes:
Juan Rodriguez, Senior Director, Kathleen Bishop, VP, Financial Senior Director, Global Shared
Global Shared Services Shared Services Services, Applied Materials
Applied Materials
Managing Director, Shared
James Waters, Director, Finance John Chelius, Commercial Services, Tesoro Companies
Shared Services Services Director
Director, Finance Shared Services,
Schneider National, Inc. AstraZeneca
Schneider National, Inc.
Brian Gabbard, Global Director, Paul Fipps, Corporate Vice
Director, Shared Services,
Financial Shared Services President, Business Services
Coors Brewing
Cargill The Charmer Sunbelt Group
Global Director of Shared
Services, TRW
“A comprehensive program … should be of great benefit to organizations seeking to plan,
launch, or enhance their shared service centers.”
Director, Shared Services, SAIC
– Gary Silsbe, Director of Operational Excellence, TELUS
Global Director, Financial
Walk Away with the TOOLS Needed to Plan, Launch & Shared Services, Cargill
Stabilize Your Shared Services Operations, including: Global Shared Services
Manager, Chevron
Strategy Benchmarks Location Selection Criteria
Senior Director, Shared
Services, Microsoft
The Business Case Training & Assessment Tools
Director, The Charmer-
Sunbelt Group
ROI & Cost Benefit
The Technology Road-Map
Analysis VP Business Services,
The Charmer-Sunbelt Group
SLAs & Service Understandings
Stakeholder Commercial Services Director,
Management Tools AstraZeneca
The Balanced Scorecard
The Governance Plan
Media Partners:
SSON members save an
extra 10%! See page 7 for details
REGISTER ONLINE AT WWW.IQPC.COM/US/LAUNCHSHAREDSERVICES OR CALL US AT 1-800-882-8684

2. Launching and Managing Who Will Attend
SVPs, VPs, Directors and Managers of:
SHARED SERVICES TM
• Shared Services
• Business Process Outsourcing (BPO)
• Finance
Dear Colleague,
• Process Excellence
• Operations
As the global economy continues
to falter, shared services is emerging
as a beacon of
light for organizations seeking to • HR Shared Services
enhance efficiency, exert better capit
al controls, and
reduce operational costs. But the • Accounting
shared services journey is fraught
with difficulties, and
companies need to be confident that
they have the very best tools in place • Finance Shared Services
to plan,
launch, and stabilize their shared
services centers. • Learning & Development
• Payroll and Benefits
Launching and Managing Shared
Services – taking place in Houston
TX from June 23-
25th – is the only conference in the United • Employee Services
States specifically to focus on the
management and technology tools • Talent Management
needed for a successful shared servi
ce strategy.
Developed in conjunction with an
industry-leading advisory board (see • Business Services
side panel), the
conference is based around exten
ded interactive sessions on the key
activities needed to
optimize a shared services strategy.
A Special Thanks to Our
Whether you’re building the busin
ess case, designing a governance
model,
Industry-Leading
implementing an ERP system, or agre
eing on a series of performance stand
ards with the
business, Launching and Managin
g Shared Services delivers the exac
Advisory Board:
t information you
need to proceed with confidence.
What’s more, the extended interactiv
e sessions have
been specifically designed to enab
le lengthy brainstorming, so you can Launching and Managing Shared Services has been
get much deeper
into your critical issues than is poss
ible during a normal case study. produced in conjunction with an industry-leading
advisory board of shared services experts. Members
With executive insights from Microsof
t, Chevron, SAIC, Schneider, Carg of the advisory board play an extensive role in the
ill and Pitney
Bowes – among many others – you
can rest assured that the agenda development of the conference agenda, including
contains proven
methodologies that are guaranteed the selection of speakers and sponsors, and the
to enhance your shared services prog
ress.
identification of core themes and issues.
I look forward to meeting you in sunn
y Houston this June!
We’re delighted to announce the involvement of
Kind regards, the following shared service experts:
P.S. Maximize your learning
End-User Advisory Board
experience by attending our interactive Richard Rowan
workshops and master classes! See Global Director of Shared Services
TRW
Toby Donovan
page 3 and register today!
Director Gary Silsb
Launching and Managing Shar Director, Operational Excellence
ed Services
TELUS
Leo Hazlewood
Director, Shared Services
SAIC
Sponsorship and Exhibition Opportunities Solution-Provider Advisory Board
Michael Frale
Sponsorships and exhibits are excellent opportunities for your company to showcase its products Global Head of Shared Services
and services to high-level, targeted decision-makers attending the Launching and Managing
Alsbridge
Shared Services. SSON and IQPC help companies like yours achieve important sales, marketing
and branding objectives by setting aside a limited number of event sponsorships and exhibit Huw Watkins
spaces – all of which are tailored to assist your organization in creating a platform to maximize Managing Partner
its exposure at the event. PA Consulting
Phil King
For more information on sponsoring or exhibiting at the Launching and Managing Shared
Shared Services Solution Leader
Services, please contact Mario Matulich at 212-885-2719 or sponsorship@iqpc.com
Atos Origin
About the Location
About SSON Alive with energy and rich in
SSON provides research, training, and networking for over 4,500 shared diversity, Houston is a dynamic
services executive members from over 50 countries around the world. mix of imagination, talent and
Whether you need resources to write a report, facts to benchmark first-class attractions that
performance against or simply want to meet some of your peers at the same stage of makes it a world-class city.
development we can support you. Sign up today, pay only $149.99 USD and receive benefits Home to a vibrant economy, beautiful surroundings
that will help you to take your implementation to the next level. and a population full of optimism and spirit, it's no
wonder that Houston is a popular international
Website: www.ssonetwork.com Email: info@ssonetwork.com Phone: +44 (0)20 7368 9300
destination. Website: www.houstontx.gov
REGISTER ONLINE AT WWW.IQPC.COM/US/LAUNCHSHAREDSERVICES OR CALL US AT 1-800-882-8684
2

3. Tuesday,
Pre-Conference Workshops June 23, 2009
MASTER CLASS The A-Z of Business Case Engineering: Building & Delivering a Truly Effective Business
A Case that Satisfies the CFO and Gets your Shared Services Center on the Fast Track to Success
8:00am – 1:00pm (Lunch served)
e
In this extended 5-hour session, delegates will be guided through the - Upfront investment costs
Cas
s
formation of a successful business case in meticulous detail. Identify every - Short-term cost savings and efficiencies
nes
usi
piece of information you need in order to make an effective case, examine • Longer-term financial benefits, including:
B
The
the most powerful ways of presenting your information, and leverage the - Better control over working capital
collective of wisdom gained from hundreds of both successful and non- - Reduced risk of fraud
successful business case attempts. Just as importantly: what are the most - Reduced risk of compliance and audit
common traps for business cases, and how can you ensure that yours - Opportunity to make local business units more strategic
doesn’t fall into one? Delegates are encouraged to bring their own How will you benefit?
business case attempts with them to the workshop, to obtain expert • Avoid commonly-made traps
consultation on enhancements and possible weaknesses. • Receive personalized feedback on your own business case attempts
What will be covered? • Approach your business case with confidence
• Why shared services? Understanding the full range of benefits involved • Walk away with insights based on hundreds of real business cases
• Establishing a time-line for your shared services implementation process:
Creating a road-map to achieve clarity over milestones and deliverables Facilitators Include:
• Performing a full cost benefit analysis, incorporating: Paul Fipps, VP Business Services, The Charmer-Sunbelt Group
MASTER CLASS “The WORKSHOP Automation – Your Lowest Cost Region:
B
A C
A
Continuously Improving Shared Reducing Costs & Enhancing Customer Satisfaction by
Services Organization”: Driving Automation Levels through your Shared
Leveraging Benchmarks, Services Organization
Performance Measures & For mature shared services organizations, extending the scope of automation offers significant
opportunities for realizing dramatic economies of scale and enhancing the satisfaction of internal
Process Improvement
and external customers. In this highly awaited session, Juan Rodriguez, Senior Director of Global
Techniques to Ramp Up the Shared Services, will walk you through the automation journey at Applied Materials. Currently
Effectiveness of your Shared running at 98% “hands free” – which puts Applied Materials in the highest percentile of mature
shared services organizations around the world – Mr Rodriguez will examine the features of a
Services Center
1.15pm – 4.15pm
Please note: Masterclass B, workshop C and workshop D run concurrently
truly automatic shared services organization, including:
Now that you’ve set up your shared services center, what • Understanding the full benefits of a strongly automated shared services organization, including:
further scope exists for driving efficiencies and enhancing - Reduced transaction processing costs
service levels? What are the most promising areas for - Enhanced financial controls
additional improvements? In the second of our in-depth 5- - Improved consistency
hour Master Classes, delegates will receive extensive Automa
- Enhanced customer satisfaction levels
tion
tutoring on the techniques needed to create a shared • Identifying the key components of the automation puzzle:
services organization capable of continuous improvement - ERP (Enterprise Resource Planning Systems)
and enhancement. The Master Class is divided into three - ERSS (Electronic Records and Signature Systems)
1.15pm – 6.15pm (Dinner Served)
parts. - E-Inventory systems
• Part 1 examines the most effective methods for
- GUI (Graphical User Interfaces)
measuring the performance of your shared services - Automated 3-way matching
organization. • Making your suppliers more automated: Understanding how to influence the uptake of
• Part 2 examines benchmarks, giving you a comprehensive
mutually beneficial systems
overview of service standards and metrics across the full
range of business functions and industries, so you can Session Leader: Juan Rodriguez, Senior Director, Global Shared Services, Applied
compare your own performance with that of your Materials
competitors.
• Part 3 looks at process improvement techniques, giving
WORKSHOP The Positive Revolution in Change
D
A
you access to the best methods for enhancing efficiency
and effectiveness within your shared services center. Management: Leveraging “Appreciative Inquiry,” and a
What will be covered?
Focus on Strengths, to Transform your Shared Services
• You can’t manage what you don’t measure: Identifying
Organization
the most important performance metrics for your shared
4.30pm – 7.30pm (Dinner served)
services organization Conventional change management doctrine asserts that an organization is a problem to be solved.
• Capturing data painlessly: Implementing systems that
By focusing on the problems within an organization, business leaders seek to improve what is
make light work of data collection and analysis weak and let the strengths take care of themselves. But a new paradigm is emerging – Appreciate
• Communicating performance levels to the organization:
Inquiry – which focuses on strengths rather than weaknesses, and has had enjoyed significant
Maintaining enthusiasm around improvement levels and successes in transforming the shared services organization at Cargill. In this extended workshop
targets session, Brian Gabbard, Global Director of Financial Shared Services at Cargill, will provide detailed
How will you benefit? insights on the application of Appreciative Inquiry within your own organization, including:
• Save money on benchmarking activities
• Understanding the dangers of a “deficit-based” approach to change:
• Measure your organization against competitors: Get the
- Fragmentation
full picture of your shared service center’s - Few new images of possibility Change
effectiveness, and make better Manage
- Exhaustion & visionless voice
&
Benchmarks ment
investment decisions - Spirals in deficit vocabularies
nce
Performa
• Make better business cases for
• Creating an organizational frame of mind based on strengths
additional shared service
Measures • Examining the Appreciate Inquiry 4-D Cycle: Discovery, Dream, Design, Destiny
investments • Creating a “Provocative Proposition” to build an inspiring vision of your company’s future
potential
Facilitators Include:
Debra Cox, Managing Director, Shared Services, Session Leader: Brian Gabbard, Global Director, Financial Shared Services, Cargill
Tesoro Companies
3

4. Wednesday,
Main Conference Day One June 24, 2009
Registration & Coffee and satisfaction levels from internal customers
7:30
What does a good business case look like? How can you spot a
•
Chairperson’s Welcome and Opening Remarks weak business case?
8:15
Speaker to be Confirmed
PANEL DISCUSSION: Designing the Most Effective
8:30
Service Delivery Model for your Business:
10:15 Morning Networking Break
Benchmarking with Key Competitors to Determine
the Optimal Mix of Shared Services & Outsourcing
10:45 CASE STUDY: The Evolution of Microsoft’s
Since shared services became popular as a business strategy back
Approach to Content Management. Building a
in the 1970s, there has been a bewildering array of different
Shared Service Organization from the Ground-Up
models for companies to choose from. Should you opt for in-
Transactional functions like HR, payroll & accounting are obvious
house or outsourced, or a mixture of both? How should you re-
contenders for the shared services model, but other business
design processes for the new shared services center? How can
functions may also benefit. In this session, Chaitra Vedullapalli will
you create a scalable shared services model capable of absorbing
guide you through the creation of a shared services organization
new functions, and expanding in scope, over time? This
specifically set up to deal with Microsoft’s content management.
interactive session will equip you with the tools needed to create
Since inception (1.5 years ago), the shared services center has
the best possible service delivery model for your business, with
delivered savings of over $6 million – somewhere in the vicinity of
particular emphasis on:
$300,000 a month – and has also increased utilization of content
• Examining the current economic situation: What are the
by over 40%. The tools Chaitra will explore in this session include:
implications on the choice between shared services, BPO, and • Achieving buy-in from business unit leaders
hybrid service delivery models? • Creating a communications strategy to engage the wider
• Determining the scope of business transformation: Which
organization
functions should be consolidated, which outsourced, and which KPIs &
• Establishment of KPIs
SLAs
should remain unaffected? • Design of Service-Level Agreements
• Re-engineering processes for your shared services center:
• Automation of content submission processes
Adopting lean six sigma principles to maximize efficiency
Chaitra Vedullapalli
• Building scalability into your service delivery model to enable
Senior Director, Shared Services
responsiveness to changes in market pressures
Microsoft
Gary Walker Strate
g
Benchm y
Director, Shared Services
11:30 EXTENDED ROUNDTABLE SESSION: Overcoming
arks
Coors Brewing
the Challenges of Effective Stakeholder
Management: Creating a Cross-Functional
Juan Rodriguez
Sponsorship Pool to Gain the Support of the
Senior Director, Global Shared Services
Wider Business
Applied Materials
If shared services are going to live up to their potential within
John Chelius your organization, making an effective business case is just the
Commercial Services Director start of the process. Just as important is gaining buy-in and
AstraZeneca * support from diverse groups of stakeholders, without whom your
shared services initiative is almost certainly doomed to failure. In
Creating a Water-Tight Business Case: Leveraging
9:30 this extended session, understand how to:
a Full Cost-Benefit Analysis to Achieve Complete • Achieve buy-in from business unit leaders
Visibility into Both the Direct & Indirect ROI of • Create a communications strategy to engage the wider
Your Shared Services Center organization
You know that moving to a shared The Bu • Manage the expectations of diverse groups of stakeholders
siness
services strategy will result in Case during the implementation process
significant bottom-line cost-savings • Leverage buy-in within a cross-
and dramatic improvements to the delivery of Stake
functional sponsorship pool to
Manage holder
services within your organization. But how can you convince maximize the value to the business men t Tool
senior management of this? What information is needed to prove s
David Lambert
the return on investment, and how should the information be
Director
presented? If you’re in the planning and/or evaluation stages of
The Charmer-Sunbelt Group
the shared services journey, attending this session will ensure you
have all the tools at your fingertips to create a water-tight
Paul Fipps
business case that does true justice to the value of your project.
VP Business Services
Specific focus areas will include:
The Charmer-Sunbelt Group
• Demonstrating the ROI of your shared services initiative
• Understanding longer term benefits, including reduced risk of
12:30 Networking Lunch
fraud and enhanced capital controls
• Monetizing softer benefits like increased service consistency
* Awaiting final confirmation
REGISTER ONLINE AT WWW.IQPC.COM/US/LAUNCHSHAREDSERVICES OR CALL US AT 1-800-882-8684
4

5. Creating a Shared Services Organization Capable language & time differences
1:30
of Continuous Improvement. Utilizing Crossing overseas regulatory hurdles: Demonstrating
•
Performance Measures to Create a Virtuous Circle compliance with the business regulations of popular offshore
of Service Enhancement destinations such as China, India, Mexico & South America
Dealing with domestic regulation: What will be the effect of an
•
If you’re a mature shared service organization, what further scope
Obama administration on the ability of US organizations to
exists for driving efficiencies and improving service? How can you
seek out workforce efficiencies overseas?
hard-wire a culture of continuous improvement into your
Locati
organizational DNA? Focus areas in this critical session include: on Cri
Richard Rowan teri a
• Examining the most promising areas for improvement within
Global Director of Shared Services
your shared services organization
TRW
• Generating enthusiasm throughout the business around
Steve Primrose
improvement levels and targets
Perfor Global Shared Service Manager
• Leveraging performance measures and
ma
Measur nce Chevron
industry benchmarks to re-engineer
es
your most critical business processes
Afternoon Networking Break & Refreshments
3:30
• Realigning the culture of your shared services
facility with requirements of continuous improvement
EXTENDED ROUNDTABLE SESSION: Designing
4:00
Gregg Silver
Truly Effective Assessment and Knowledge
Manager of Policies, Procedures, and Continuous
Transfer Processes to Ensure the Best Possible
Improvement, Oakley, Inc
Talent Pool for your Shared Services Center
You have the building, the processes, the systems, and the
PANEL DISCUSSION: Positioning Your Shared Services
2:45
support of the business. Now, how can you ensure that your
Center for Long-Term Success: Benchmarking with
shared services center is staffed with the right kind of talent?
Key Competitors to Determine the Best Possible
Indeed, how can you determine which qualities are needed for
Location for your Shared Services Center
success, and how should you measure those qualities in the
Deciding where to locate your shared services center may seem
assessment process? In this session, discover how to:
like one of the easier choices you have to make, but in reality it’s • Build an effective assessment tool that matches candidates’
one of the hardest. If you opt to go abroad, there are significant
skills and aptitudes with the requirements of your business
obstacles to be overcome relating to cultural and linguistic • Create an effective knowledge transfer strategy that quickly gets
differences, which need to be balanced against the cost savings
candidates up to speed on the relevant processes of your business
that can be achieved by moving to an off-shore location. If, • Incorporate state and federal employment regulations into your
instead, you opt for a domestic location, you’re still left with a
shared services implementation strategy,
very complicated decision that needs to be made on the basis of
to avoid complications relating to Assess
local employment resources, infrastructure, existing company ment T
workforce substitutions ools
footprint, and cost. Our panelists in this session will discuss:
Debra Cox
• Determining the most cost-effective off-shoring locations in a
Managing Director, Shared Services
world of volatile exchange rates and economic uncertainty
Tesoro Companies
• Solving the cultural issues of moving your shared services
center to an offshore location
End of Main Conference Day One
5:15
• Creating a communications strategy to deal with international
Thursday,
Main Conference Day Two June 25, 2009
Registration & Coffee Bishop, who has extensive experience in the formulation of
7:30
effective governance models, will teach you how to:
Chairperson’s Recap of Main Conference Day One • Involve business unit leaders with the design of the governance
8:00
model, to create a shared services
The Go
EXTENDED ROUNDTABLE SESSION: Driving organization that satisfies the wider
8:45 vernan
ce
Consistency in Policies and Processes through the business
Model
Creation of an Effective Shared Service • Align processes and systems with roles,
Governance Strategy responsibilities & reporting lines
• Design an effective customer complaint process
A well-defined governance strategy is at the heart of every well-
• Build flexibility into your governance model: Creating a shared
run shared services organization. An effective governance strategy
services organization capable of continuously improving itself
should map out roles, responsibilities, reporting lines, processes
over time
and service expectations. It should be firm enough to ensure
consistency in processes and customer service levels, yet flexible
Kathleen Bishop
enough to enable common-sense improvements and encourage
Former VP, Financial Shared Services
initiative and pro-activity on the part of operatives. Kathleen
Pitney Bowes
5

6. 10:15 PANEL DISCUSSION: Getting to the Bottom of implications of effectively leveraged labor arbitrage. But it’s also a
Shared Service Value: Identifying the Most decision that can involve significant difficulties, with language,
Effective Mechanism for Managing the cultural, and regulatory complications coming into play. In this
Expectations of the Business session, Steve Primrose, Global Shared Service Manager for
Chevron, will examine the most effective tools for managing the
Now that your shared services center is live, what should the
transition to an off-shore shared services environment, including:
business expect from it? What sort of turn-around times are
• Establishing multinational communication networks
realistic? Managing expectations from the outset is one of the
• Implementing cross-border ERP technology
most important ways to ensure the long term success of your
• Creating international business liaison officer
project, but in recent years there has been significant debate Global
roles, to simplify the transition process
about whether a concrete SLA is the solution, or a more flexible Delive
ry
• Overcoming the regulatory hurdles of
conception of service performance standards. In this panel
establishing a shared services center overseas
discussion, our distinguished participants will ask:
• Building awareness of cultural tensions into processes and
• What is the most effective way of establishing performance
policies
expectations with your customers?
• What are the most important things to measure? Should
Steve Primrose
anything be excluded from measurement? Global Shared Service Manager
• Are your interests better served by a rigid Service Level Agreement,
Chevron
or a more loosely defined set of performance standards?
• How should you communicate performance standards to the
ROUNDTABLE SESSION: Measuring & Driving the
2:45
wider business? Ongoing Performance of your Shared Services
Center: Leveraging a Balanced Scorecard to Gain
SLAs &
Leo Hazlewood
Unders Service At-A-Glance Visibility into the True Effectiveness
Director, Shared Services
tandin of your Organization
gs
SAIC
As your shared services organization moves beyond the launching
Brian Gabbard and implementation phases, it’s important that you maintain
Global Director, Financial Shared Services visibility into performance levels in order to drive continuous
Cargill improvement. The balanced scorecard technique, first popularized
by Kaplan and Norton during the 1990s, is a highly effective
11:00 Morning Networking Break management tool which can be leveraged within a shared
services environment to measure performance against a series of
11:30 EXTENDED ROUNDTABLE SESSION: Driving financial and non-financial indicators, enabling a detailed
Automation and Efficiency throughout your overview of total performance and overall organizational
Shared Services Organization through the “health.” Find out what a best practice scorecard looks like,
Creation of a Technology Road-Map which metrics “say the most” about the status of your shared
ERP
In a recent survey of shared services professionals, services center, and understand how to use the results from your
technology was identified as having a potentially scorecard to drive continuous improvement on a daily, weekly,
profound impact on the quality, efficiency, and cost-effectiveness monthly, and yearly basis.
of shared services processes. Interestingly, though, the impact • Determining what to measure: Liaising with business unit leaders
wasn’t necessarily positive: many of our respondents drew to align customer expectations with key performance measures
attention to the significant risks involved in implementing an ERP • Enabling at-a-glance visibility into critical performance levels
system without sufficient foresight or consultation with the throughout the organization
business. In this extended technology session, discover how to: • Creating a customizable interface, so that
Balanc
• Identify the principles needed to design a workable technology
agents, managers, business unit heads and e
Scorec d
strategy and drive it through your organization executive leaders can gain immediate access to ard
• Map out the software ecosystem for your shared services
the statistics that matter to them
center, determine which systems are needed, and at which • Linking the balanced scorecard back to medium and
stage of the implementation process long-term organizational goals, creating a virtuous circle of
• Identify the factors needed to make the decision between
performance enhancement
competing ERP systems
Participants to Include:
• Demonstrate return on investment during the planning the
stages: What is an acceptable pay-back period? David Lambert
Director
Participants to Include:
The Charmer-Sunbelt Group
James Waters
Director, Finance Shared Services Afternoon Networking Break
3:30
Schneider International
ROUNDTABLE SESSION: Moving Your Shared
4:00
Networking Lunch
1:00 Services Center Up the Value Chain:
Considerations Regarding an Expansion in the
CASE STUDY: The Chevron Shared Services
2:00 Scope of Shared Services
Experience: Enhancing Efficiency & Service As your shared services center matures, the economies of scale
Consistency by Embracing a Global Delivery Model achieved are bound to result in calls for additional functions to be
The decision to move your shared services organization off-shore incorporated into the shared services model. The question is:
is attractive for a number of reasons, particularly with the cost which functions are suitable for this kind of consolidation? And
REGISTER ONLINE AT WWW.IQPC.COM/US/LAUNCHSHAREDSERVICES OR CALL US AT 1-800-882-8684
6

7. how can you engineer the transition process to minimize the minimizing disruption and uncertainty within the wider
disruption to the business? Attending this session will organization
enable you to: Manage the cultural shift in your shared service organization
•
• Liaise effectively with business unit leaders to determine the from transactional to more strategic functions
kinds of services that may benefit from the shared service Set your shared service center up for continued process excellence
•
model
Participants to Include:
• Examine the pros and cons of incorporating
Benchm
arks
core business processes – such as sales, Chaitra Vedullapalli
marketing, engineering, product design – Senior Director, Shared Services
into the shared service structure Microsoft
• Analyze the challenges involved in designing performance
Chairperson’s Closing Remarks and Close of
measures for more strategic business processes 5:00
Conference
• Transition business functions from local to central, while
Shared Services News
Shared Services News is the Multifunctional Scope
•
number one subscription Change management SSON members
•
publication for Shared Services and outsourcing executives. Containing best Customer satisfaction save an extra 10%!
•
practice case study approaches to strategic issues, every issue is a mine of Globalization
•
innovative ideas and experience that can help you to do your job better. It’s Governance and compliance
•
also the place to get the long view on trends in the marketplace.
Our regular features include: If you’re looking for independent advice straight from your peers plus the
• Culture and Communications bigger picture on the shared services and outsourcing space Shared Services
• Driving Business Value News delivers all of this and more. Join thousands of your peers and
• Talent – getting it and keeping it subscribe to be a premium member today to receive 10 issues a year.
• Captive vs Outsourcing mix Website: www.ssonetwork.com
Registration Information
Qualified Shared Services, Outsourcing, BPM and Procurement Professionals
Register by Register by Register by Register by Register by Standard
3/20/2009 4/3/2009 4/17/2009 5/1/2009 5/29/2009 Pricing
Conference Only $1,099 (save $500) $1,199 (save $400) $1,299 (save $300) $1,399 (save $200) $1,499 (save $100) $1,599
All Access Pricing $1,999 (save $1,497) $2,199 (save $1,297) $2,399 (save $1,097)
Workshops $549 each $549 each $549 each $549 each $549 each $549 each
Master Classes $799 each $799 each $799 each $799 each $799 each $799 each
Solution Providers, Consultancies and Software Providers
Register by Register by Standard
5/1/2009 5/29/2009 Pricing
Conference Only $1,999 (save $600) $2,299 (save $300) $2,599
All Access Pricing $2,799 (save $1,697) $2,999 (save $1,497) $3,199 (save $1,297)
Workshops $549 each $549 each $549 each
Master Classes $799 each $799 each $799 each
Please note that multiple discounts cannot be combined. Details for making payment via EFT or wire transfer:
JPMorgan Chase
Team Discounts For information on team discounts, please contact IQPC Customer Service at Penton Learning Systems LLC dba IQPC: 957-097239
1-800-882-8684. Only one discount may be applied per registrant. ABA/Routing #: 021000021
Reference: Please include the name of the attendee(s) and the event number: 17287.001
Special Discounts Available: A limited number of discounts are available for the non-profit sector,
government organizations and academia. For more information, please contact customer service at Payment Policy: Payment is due in full at the time of registration and includes lunches, refreshment
1-800-882-8684. and detailed conference materials. Your registration will not be confirmed until payment is received and
may be subject to cancellation.
Discounts valid for qualified executives involved with remote device monitoring and service only.
Discounts are taken off the full conference price only and do not apply to workshop only For IQPC’s Cancellation, Postponement and Substitution Policy, please visit
registrations. No two discounts can be combined. IQPC reserves the right to qualify your www.iqpc.com/cancellation
registration before applying your discount.
Venue:
Other includes: Solution Providers, Consultants, or any third party vendors that partner with or provide Please see the website for the most up-to-date information on the event venue.
services to organizations. IQPC maintains the right to enforce pricing based on company type. WWW.IQPC.COM/US/LAUNCHSHAREDSERVICES
A $99 processing charge will be assessed to all registrations not accompanied by credit card Special Dietary Needs: If you have a dietary restriction, please contact Customer Service at 1-800-882-
payment at the time of registration. 8684 to discuss your specific needs.
MAKE CHECKS PAYABLE IN U.S. DOLLARS TO: IQPC * CT residents or people employed in the state ©2009 IQPC. All Rights Reserved. The format, design, content and arrangement of this brochure
of CT must add 6% sales tax. constitute a trademark of IQPC. Unauthorized reproduction will be actionable under the Lanham Act
and common law principles.
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