CFO AGENDA 2014 BUILDING A BUSINESS SERVICE CENTRE. May 2014
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1 CFO AGENDA 2014 BUILDING A BUSINESS SERVICE CENTRE May 2014
2 Agenda Paul Hansen Senior Programme Director Lundbeck since 2005 Global SAP roll-out Brief introduction to Lundbeck Our strategic challenge Why is Service Centre the answer How do we build it What have we learnt pauljurshansen phanitba 2
3 Lundbeck in brief We are a specialized pharmaceutical company engaged in developing and commercializing new and innovative treatments for brain diseases , bn 52% 70% founded by Hans Lundbeck in Denmark employees worldwide DKK revenue in 2013 of total revenue in Europe owned by the Lundbeck Foundation 3
4 Transitioning from European, one product company to Global, multi-product Illustrative revenue development Expected loss of revenue of more than DKK 4 billion from high margin products Cipralex and Ebixa in the coming two years Significant investments in product launches and late-stage pipeline Low profit margin from new products during the first years on the market Level of long-term growth depends on successful launches 4
5 We have 30+ European units with fully fledged but small support functions MD PA Finance Director Accountant HR Manager Market Access Director Marketing Director Logistics Other admin Medical Director Support function FTE s per country 5
6 Consolidating into 10 Affiliate Units requires changes to the operating model of business services FRANCE ITALY UK SPAIN AND PORTUGAL GERMANY AND AUSTRIA BELGIUM SWITZERLAND NORTH EAST SOUTH Reorganise Finance, HR, Procurement and IT for HQ and European affiliates, transferring 130 positions from 30 countries into a Business Service Center in Kraków by
7 This is how a new set-up of business services will support our transition A scalable and flexible platform providing us with the agility to quickly adapt to changing market conditions Competence centres that can drive process optimization and reduce complexity through standardisation and alignment of our service levels An efficient operating model with cost savings that enable us to free up resources to invest in new products and growth markets 7
8 Choosing where to locate the centre Why a captive service centre Same perception of urgent Talent development Why in Europe European languages Cultural affinity Geographical affinity Why Kraków Experienced, multi-lingual talent pool 80 BPO/SSC companies with 30,000 employees Attractive city with good communications 8
9 9
10 Objectives We announced our intention in June and decision in October MAR-13 JUN-13 OCT-13 JUL-14 JUL-15 Strategy Feasibility Study Implement for HQ Roll-in affiliates Location selection Design, build & test Implementation Implementation & Rollin Rollin Define hi-level process scope and business case. Determine future split of activities and implementation road map. Design, build and test future delivery model for business services. Structured transfer of business services and activities to BSC
11 We begin with HQ to get critical mass followed by a small first wave of affiliates 11
12 We have defined what SUCCESS looks like No major business disruptions Support services provided simpler, faster and safer from BSC compared to the current set-up Deliver the BSC project without consultants from Aug
13 The BSC programme include several IT projects Extending the SAP roll-out 9 countries + BSC Invoice Management to all countries New e-procurement portal New HR portal and payroll provider Ticketing system Landing page and self-service forms on intranet 13
14 14
15 It takes time to build trust Roadshow Workshops Lync meetings Detailed planning for migration Ready for migration 1 10 HQ go-live Gap & Business Impact Assessment workshop 15
16 We are on track for first migration with some key learnings Formulating the strategy is important Communication takes time also within the project team Four functions require a lot Business process understanding and maturity on different levels FTE s vs headcount in the business case It is about people 16
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