Deloitte Shared Services Conference 2018 Focus 11: Fast, agile, data-driven How to be the GBS that your customer can t live without

Transcription

1 Deloitte Shared Services Conference 2018 Focus 11: Fast, agile, data-driven How to be the GBS that your customer can t live without Guy Mercier, Solvay

2 Our Solvay Group

3 SBS: a real global & worldwide footprint 2000 HEADCOUNT LYON BRUSSELS-PARIS RIGA 40 NATIONALITIES 7% PRINCETON LISBON 56% 30 COUNTRIES 110 SITES BANGKOK SINGAPORE 19 % 350m 18 % SÃO PAULO CURITIBA YEARLY BUDGET Regional Offices Service Centers

4 SBS End-to-End Processes service-offering Procure to Pay (PtP) Order to Cash (OtC) Hire to Retire (HtR) - 1,295,406 invoices processed - 44,700 suppliers % supplier payments on time PILOT - Robotization of report & data files creation % invoicing accuracy - 71% payments automatic matching % overdue - 4,200+ HtR tickets created each month - 27,000 Solvay employees & 40,000 payslips - Requests solved in less than 48h - 99% payment accuracy Record to Report (RtR) Information Services (IS) Services 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 s received, 14M sent, 11M documents stored in Gdrive, - Freshdesk ticketing tool: 190k tickets created, 67.24% of users already satisfied - ISO 9001:2015 & ISO 27001: % trained in Customer Centricity - Customer Satisfaction Survey rating 3,3

5 is supported by a global SBS organization CUSTOMER RELATIONS SERVICE DELIVERY INFORMATION PROCESS SERVICES Business Relations Europe Middle-East Africa Process expertise Applications Communication & Marketing Regional office HtR Service center HtR HtR OtC HtR OtC Users change OtC OtC PtP PtP Decision & piloting solutions PtP RtR Asia-Pacific North America Latin America PtP RtR RtR Processes performance Data Management RtR Industrial Research & Innovation Infrastructure Global Delivery Digital office SUPPORT ACTIVITIES 70 (Finance, HR, Projects/M&A, Risk/Compliance, Vendor mgt)

6 The SBS transformation is accelerating SERVICE OPTIMIZATION BUSINESS ENABLEMENT TRANSFORMATION STABILIZATION IMPLEMENTATION SBS LAUNCH

7 Solvay HAS CHANGED: portfolio upgrade ACQUISITIONS Cytec Energain LT-CF plant Enhancing customized solution offerings Rhodia DIVESTMENTS Ryton Eco Services Benvic PCC Indupa Inovyn Form. resins Chemlogics Refrigerants Pipelife Vinythai Acetow XL comp ounds Dakarto Benvic Phosphorous Polyamide [1] Reducing cyclical & low-growth businesses exposure [1] Divestment in progress, expected to be finalized by the end of 2018 MORE global sustainable specialty resilient innovative

8 Our Customers ARE CHANGING FAST Our top ten customers now include aerospace and smart device Our customers expectations are evolving fast They want to grow on highly competitive markets They want innovative and personalized solutions & they want them fast OUR NEW CUSTOMERS :

9 5 Differentiating core capabilities Entrusted with the Group top management GBU performance management Collaborative business dialogue with GBUs to help them accelerate profitable growth and create value Top Talent management Attract, develop and retain talented pool of engaged top executives strongly committed to Solvay Excellence Drive world class operations, with focus on excellence to achieve continuous improvement Breakthrough innovation Foster breakthrough innovation to enable long-term organic growth in all activities Portfolio management Continue to take bold and transformative actions to strengthen our portfolio of specialties

10 Role of group functions and SBS Before and after SOLVAY TODAY Functional activities centralized at Group level, but unclear roles & responsibilities in GBU centric model PROPOSED AMBITION Functional activities only performed centrally when it adds value: economies of scale or improved expertise GBU-centricity: by default, all activities are performed in the GBUs Functions and SBS are only involved where they add significant value by: Managing selected mandatory activities directly, including command and control on critical policies or processes Offering optional expert services and sharing experience to assist and support Group entities Improving effectiveness and cost efficiency by performing selected mandatory services centrally for all

11 To enable the changes to happen and sustain we promote Three collaborative behaviours I take smart risks I meet customer and frontline* needs I trust * Frontline: our Solvay colleagues who are the closest to our customers

12 What Oxygen will change For the individual Solvay employee WHAT DOES IT MEAN FOR ME? I will feel less bureaucratic burden, on a daily basis I will develop trust relationships with colleagues and customers I will work on what matters, in alignment with Group priorities I will work in a simpler, faster, more collaborative environment

13 Digital Transformation Our Roadmap SBS Digitalization Programs Enhanced users experience and process transformation SBS Digitalization Task force Objectives Consolidate & Exchange on all initiatives within SBS Share & Align the communication to the group Grow the competencies of SBS on Digital Awareness & Knowledge Ensure KPIs follow-up on SBS Digitalization initiatives & achievements Robots will never totally replace human but one will do fast and with high precision massive amount of activities Deliverables Make a Digital Capabilities Assessment of SBS As Is Short term taking into account current projects Middle/Long term taking into account non budgeted projects & ideas ( ) the other will design, control, adapt, analyze, monitor dream and invent

14 Why a Chatbot@HtR? Employee well being - Employee being replied fast and right - SBS Call center off-loads from unwarded and annoyed frequently asked questions allowing a focus on strong adding-value tasks. Customer Centricity increase employee experience Efficiency Chatbot and robots automation tools can function 24/7 Agile Scalability and Flexibility Chatbots and robotics engines can be sized to absorb peak of activities providing appropriate response time. Consistency Chatbots replies always the same way with up to date information Service Level Improve SLA thanks to faster response time and extended service windows. Cost Savings Frequently asked questions & transactions are delegated to chatbots offloading support center. Repetitive and predictive operations can be forwarded to back-office robots Compliance Chatbots & robotics allow any data accesses and processes to be logged and retained onsite for auditing Analytics User behaviour and chatbot reaction can be logged for reporting aiming to improve quality of information (tuning of NLP engine and knowledge bases)

15 Vision: aligned Bots with both RoadMap HR Group Function & SBS HtR Chatbot Pilot

16 Overview of SAM Solvay And Me Sam masters knowledge articles And 900 expressions in matching groups! 79% of conversations were successfully matched Over an average of 30 conversations per day (period: January to July 2018) In 2 different languages.

17 Knowledge base What was done? Knowledge database was built based on 80/20: checking numbers of hits in Ask-HR, only questions with relevant hits. Self-Learning-supervised by human: Daily revision of Dialogs Reformulations manually added Provide feedback to all users with Negative feedback Creation of Matching groups Decision trees built Update social & Solvay knowledge.

18 Change Management TRAINING Creation of a video to explain the project and a video for a demo Training courses/demos available for the pilot population but not many participations. COMMUNICATION ings (min 1 per month) sent to the pilot population with: what s new, statistics on usage and satisfaction, tips and tricks, what s next 1st phase: communications sent to around 1000 people (HRs and Carnaxide employees) 2nd phase: communications sent to around 7000 people (all FR, BE, PT employees) One article in the HtR Newsletter to explain the project Communication in different presentations for meetings COLLECTION OF FEEDBACK / NEEDS Survey to receive feedback internal customers. They are all contacted then. SAM Challenge in January. Objective: ask the more HR questions possible that people would like SAM answers. The three first people having written the maximum of questions were the lucky winners. Participation to the Finance Family Forum and Users Day in Brussels and to the Digital day in Lisbon to present the chatbot and show a demo

19 Chatbot usage overview I did not understood your question Negative feedback have been gradually decreasing Volume of questions asked per day to SAM FR/BE Extensions Total questions per day increase each time a communication is sent 80% of usage are covered by 145 knowledge 588 used knowledge

20 GBS Landscape (r)evolution (Part 1) From Structured Systems. As is With Fragmented Data and Process Ownership PtP OCT RtR HtR IS Facilities Parameters N1, N2, N3 Transactions 1, 2 & 3 Modules X, Y & Z Templates and Standards Pushed Menu A, B, C Intranet GAPS OF KNOWLEDGE Error message Non Standard USER You have to know and You have to be trained!

21 GBS Landscape (r)evolution (Part 2) To Unstructured Requests with instant information and happy users CUSTOMER - My fingerprint - My questions - My language - My time Single Sign on My Favorites Knowledge Group Platform / Searches Group 2 Group X Algorithm 24/7 32 Languages Pro-Active Predictive R P A Elements Objects DATA LAKE IoT, Big Data, Blockchain., Integrated Systems Machine Learning

22 My Conclusion: Key Strategic Questions What s next? GBS as a transformation/speed engine

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