it at p&g: integrated into the businessit at p&g ...€¦ · the procter & gamble...
TRANSCRIPT
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IT at P&G: Integrated Into the BusinessIT at P&G: Integrated Into the Business
Jim FortnerVi P id t I f ti T h l D l t &Vice President, Information Technology Development &
Operations, Global Business ServicesThe Procter & Gamble Company
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1 P&G/GBS Overview12
P&G/GBS Overview
23
Our Vision for IT
3 Recipe for Success
4 Where Next?4
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Founded in 1837• Founded in 1837• HQ in Cincinnati• $76 7 Billion annual sales• $76.7 Billion annual sales• 135,00 employees• More than 300 brands sold in• More than 300 brands sold in
180 countries• Operations in more thanOperations in more than
80 countries• Gillette Expansion: October 2005
William Procter
p• 22 Billion Dollar Brands
James Gamble
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red
egy
Touching and nspi
rtra
te
Touching and Improving More
Consumers’ Lives in More Parts of se
-Inw
th S
in More Parts of the World…More
Completely urpo
sG
row
’s P
u GP
&G
P
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Global Business Services is one of the 4 Pillars of P&G By transforming the way business isof P&G. By transforming the way business is done we ensure that P&G can fulfill its Purpose.
globalbusiness
units
marketdevelopmentorganizations
corporatefunctions
globalbusiness
units gservices
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Transforming the Way Business is DoneWhat we Stand For
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1 P&G/GBS Overview12
P&G/GBS Overview
23
Our Vision for IT
3 Recipe for Success
4 Where Next?4
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Innovation in Business Services&G’ C
Global Expansion
P&G’s Challenge
Global Expansion…• Entered 55 new markets
Increased operations to 86 countries• Increased operations to 86 countries
We SawWe Saw…• Duplicated services across regions
St t l i bilit t t k d t f i• Structural inability to take advantage of economies of scaleI ffi i tl ll t d t ffi d b d t• Inefficiently-allocated staffing and budgets
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Innovation in Business Services Th IT Ch ll
We Knew:
The IT Challenge
We Knew:• Much of technology was becoming a commodity • Often, IT was seen as a cost,• IT had the potential to do so much more
TechnologicalCapabilityBusiness Needs IT Capability
• The business need was so much greater
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We Had A Dream…
T f IT f B kTransform IT from Back Office Support to
B d R St t i tBoard Room Strategist and
Offer P&G a strong foundation for growthfoundation for growth...
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We didn’t need to run fasterto run faster
We needed toWe needed to change the way
we ranwe ran
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1 P&G/GBS Overview12
P&G/GBS Overview
23
Our Vision for IT
3 Recipe for Success
4 Where Next?4
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Changing the Way We Ran
• Structuring for success without losing the local touch
• Thinking holistically about our services
G i i P hi• Growing in Partnership
• Running as a Business
• Measuring for success
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Structuring for SuccessCentralized
One services
Global
6 hubs in low
Holistic
170 business and One services
organizationcost locations employee services
Ci i ti
Newcastle
BrusselsBrussels
Cincinnati
San Jose
Singapore
Manila
Singapore
Delivering Employee Services for 135,000 & Business Services across 80 countries
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Structuring for SuccessStructuring for SuccessFlowing to the work
WHY? We wanted Scale AND AgilityWHY? We wanted Scale AND Agility• To enhance our contributions: more
with lesswith less• To empower our people with
meaningful workmeaningful work • To “flow” to priorities
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Thinking HolisticallyNot just IT or HR… but all aspects of business support:
• Employee Services for 135,000• Business Services across 80 countries
Employee Services
Employee Services
Business Services
Strategic Sourcing & Procurement
People Management
Facilities
Computers & Communications
M ti S i
Financial Services & Solutions
Product Innovation
Supply Network Solutions
Consumer SolutionsMeeting Services
Travel Services
Consumer Solutions
Customer Solutions
Initiative Management
Business Performance Solutions
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Growing in PartnershipWe could grow faster, stronger with the Traditional
Relationshipexpertise of our strategic partners
RelationshipCustomer to
Supplier basedWin-loseWin lose
relationship
Strategic PartnershipPartnership
Grows the pie and delivers a win-win
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ps • $4.2 billion agreementsEmployee
rshi
p• 11 months start-to-finish
• Quality AND speed execution
Employee Services
tner
Q y p
• Shared measures for success
Par
t
Facilities Management
tial P
IT Infrastructure + Applications +Transactional
Accounts
Init
Accounts Payable3
… and now
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15 Strategic Partners who are imbedded i t th f b i f b iinto the fabric of our business
A Network of Excellenceof Excellence
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Partner and Flow-to-the-Work Example
Within 2 weeks, our partners added
700 full-time people to the P&Gpeople to the P&G
business
Together:1100 projects
Completed:in 15 months
Synergy S iSaving:
$1.2 Billion
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“Running as a Business”Running as a Business• Focus on solutions• Connect innovation priorities to pre-aligned business needs• Borrow from P&G’s management practices
GBS EquivalentsP&G’s Approach GBS EquivalentsCost
Service Levels
P&G s ApproachProfit/Loss
Market Share
Value Creation
Service Management
“T t l U E i ”
Sales Volume
Brand Management
C B fit “Total User Experience”Consumer Benefits
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“Running as a Business”gWhat This Transformation Meant to IT
• From technology to solutionsFrom what’s needed to what’s possible
IT St t i
Business • From what s needed to what s possible StrategiesNeeds IDS
And a new name for our IT organization:Information Our unique asset Decisions What we want to enableDecisions What we want to enableSolutions What we want to deliver
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“Running as a Business”Running as a BusinessWhat This Transformation Meant to IT
3 New Innovation Priorities connected to pre-aligned business needs:p g• Digitize • Visualize• Simulate
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Digitize - Video CollaborationEasy Collaboration – $4 return for each $1 spent
example
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Visualize - Decision Cockpitsat
a
Faster – Better business decisions
Raw
Da
tsis
ion
Coc
kpit
Dec
i
example
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Simulate - VirtualizationSpeed to Market – More than $10 million saved
example
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Measuring for SuccessMeasuring for Success• Client Satisfaction• Client Satisfaction• Service Levels• User Sensing• User Sensing• Employee Survey
Scorecards• Scorecards• Top-to-Top Connections
To drive results…
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Measuring for SuccessMeasuring for Success
$800 MM in cost savings
A 16% increase in user
satisfaction last yearg
to date.
Replaced more
last year
than 20,000 reports with
Decision CockpitsVirtualization tools
Client Satisfaction
CockpitsVirtualization tools on 79% of all
initiatives
at 9.2 (the highest ever
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Maintain a top to bottom focus• Maintain a top-to-bottom focus on the missionTop management support• Top management support matters – running as a business helps secure ithelps secure it
• Communicate, communicate, communicate
• Commercialization is critical• New models need new skills andNew models need new skills and
capabilities
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1 P&G/GBS Overview12
P&G/GBS Overview
23
Our Vision for IT
3 Recipe for Success
4 Where Next?4
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Scale Our Work• Continue to leverage scale to innovate,
standardize and simplify • Expand our Shared Services scope• Expand our Shared Services scope
Scale Our Network• Systemically move what is non-core to us to
an external provider for whom that work is core businesscore business
• Priority access to innovation capabilities of our partners
Design for Flow• Ability to ramp up our key priorities quicklyy p p y p q y• 50% of organization is designed to “flow-to-
the-work”
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What Does NOT Change
Transforming the way business is done
33
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Thank You
Questions?Questions?