ZERO TO GBS IN THREE YEARS

Transcription

1 ZERO TO GBS IN THREE YEARS SSOW ORLANDO MARCH BOSE CORPORATION. ALL RIGHTS RESERVED.

2 Bose Background & GBS Strategy Context Strategize, Plan, Build, Run Approach Agenda The Journey to GBS Overcoming Obstacles and Lessons Learned What s Next 2

3 Bose Background & GBS Strategy Context SOURCE: 3

4 Bose Overview 01 Our Company. $4BN global leader in consumer electronics Founded in 1965 by Dr. Amar Bose, MIT professor Privately held corporation with dedication to research High customer satisfaction and brand equity 02 Our Products. Range of consumer products with heritage in audio Wireless Speakers Wireless Headphones Audio for Video Speakers B2B businesses, too Factory-installed audio with automotive partners Professional products for commercial audio Emerging businesses in wellness such as Bose Build, Hearphones and Sleepbuds 4

5 Challenges Facing Bose 01 Changing 02 Globalization, 03 Rapidly 04 Legacy vs. 05 Pressure on demographics and digital and channel evolving future capabilities business model expectations shifts technologies Millenials vs. Baby Boomers Multi-national vs. truly global IOT Traditional selling channels/methods Margin compression Big digital players set the bar Brick & Mortar vs. Omnichannel Cloud Big Data Digital marketing and commerce Competitive assets and operating expenses Software and Web Development 5

6 Our Response 01 Strategic Transformation. 02 Build New Capabilities. 03 Strategy Deployment. Change impact to nearly every area at Bose Global Business Services initiative is an example of one of these changes Continuing to implement transformation with added focus on building new capabilities All of this needs to be executed 6

7 Strategize, Plan, Build, Run 7

8 Phased Approach of Go Slow to Go Fast Benchmark Spring- Summer 2015 GBS Design and Planning Spring- Summer 2016 GBS Stand- Up and Transition Planning Spring- Summer 2017 GBS Maturation and Ongoing Governance Summer Socialization and Strategic Alignment Fall-Winter 2015 Build-Team Formation and Location Selection Fall-Winter 2016 Process transitions to GBS Hub Fall 2017-Spring 2018 Strategize Plan Build Run 8

9 The Journey to GBS SOURCE: 9

10 Pick a Target Level of Maturity Aspiration Initial Target Enterprise Services Circa 2015 E n g a g e A n d D e p l o y S e r v i Functional Shared Services Optimization within silos Limited leverage Everyone does their own thing Multi-Functional Shared Services Two or more functions Disparate governance Regional still prominent Cost/leverage focus Global Business Services Global process ownership Service delivery network Service management discipline Value beyond cost Everything but the core Digital enablement Customer experience focus True end-to-end process optimization Strategic outcomes

11 Key Components of the Journey Strategize Phase: Benchmarked cost/quality of G&A (IT, Finance, HR, etc.) Showed dollar opportunity and where to start. Formed Transformation Steering Committee. CFO & Operations EVP were sponsors/decision-makers. Educated, socialized and did gosee s to align. Connected to Bose strategy and chose target maturity. Plan Phase: Developed GBS operating model and business case. Defined scope for pilots; PtP, AtR, OtC and GRE/FM. Chose hub/spoke model and screened locations. Hired experienced GBS leader from outside. Scouted locations in Poland, Czech Rep. and Portugal. Formed build team of leader, PMO, GPO s, change mgmt. and communications. Build Phase: Defined vision, mission, roles; office selected/built-out. Communicated to organization on intent/timing. Documented current processes to lift & shift. Recruited and hired BSC-Lisbon employees. Executed work shadowing, KT and go-lives country-by-country, process-by-process. 11

12 Overcoming Obstacles and Lessons Learned SOURCE: 12

13 Obstacles and Lessons Learned Obstacles Every leader has a vision for their function; it isn t GBS. Rest of the company doesn t move fast. Not invented here dynamic, no in-house GBS expertise. GBS is disruptive; causes significant change to organizations and individuals. Lots of work needs to get done. Lessons Learned Need strong C-level sponsorship. Set aggressive timeline and milestones. Commit to executives & steering committee. Bring in consultants where/when needed; learn from others in GBS community; build team as mix of experienced outside professionals and internal high-performers. Build culture to attract and engage the best. Transparent communication from beginning. Build team acts as a start-up, wear many hats and have strong project management skills. There is no money to do this; we need to reduce costs. Solid business case from the start, evolve over time and hold yourself accountable. 13

14 What s Next SOURCE: 14

15 Build reputation; value beyond cost. Realize the benefits of Ariba/Source-to-Pay. Next Phase of Maturity GBS 2.0 Execute Real Estate/WPS strategy. Boston office of the future (OOF) OOF application to existing spaces Reinvent how workplace services are delivered globally. Execute GBS 2.0 roadmap Additional scope and process migrations Harmonization/optimization of work Digital enablers and automation Mature organization and add talent/skills Formal Service Management & Service Delivery roles and responsibilities Skills/talent direction for Lisbon BSC 15

16 2016 BOSE CORPORATION. ALL RIGHTS RESERVED.