01 - 03 April, 2019 | London, UK

Conference Day Two - Wednesday 3rd April

8:00 am - 9:30 am Registration and Networking

9:00 am - 9:10 am Chairman's Opening Remarks

Jarkko Vuorikoski, Head of Customer Journey at Danske Finance

Jarkko Vuorikoski

Head of Customer Journey
Danske Finance

9:10 am - 9:40 am Case study: Booking.com’s customer service excellence journey: remaining agile through rapid growth and acquisitions

The scenario
Booking.com has recently emerged from 20% year-on-year growth and is now undertaking a major transformation to remove the hassle from the end-to-end customer journey. A major step has been the acquisition of Rentalcars in early 2018, with ambitious plans in place for further growth, innovation and digital transformation.  
Hear how we tackled the challenges of: 
  • Creating an agile process throughout the business, and building in time for the reaction of the customer base to allow for conclusive results
  • Re-designing the process around the introduction of AI in the customer service area, ensuring it reduces customer effort 
  • Integrating the processes, systems and culture of the Rentalcars business to create a seamless customer experience 
  • Creating a future roadmap to become The Experience Platform amid a competitive and ultra fast paced industry
Patrick Houbrigts, Director of Operational Excellence at Booking.com

Patrick Houbrigts

Director of Operational Excellence
Booking.com

9:40 am - 10:10 am Case study: How TransferWise has grown in 7 years to a profitable unicorn: insights from rapid transformation and mission driven change

Did you know…
Transferwise has grown from a Fintech start-up to a 1000+ employee £120M business in just seven years. Fundamental to its exponential growth is the agile, start-up, mission driven culture. 
The case study
Dave will give an insight into the good, the great and the challenging of financial transformation in a business that has been agile and customer-centric from day one, and the lessons that can be adopted into the corporate world. 
You will gain a new understanding of:
  • Mission driven autonomous teams: how they work, the benefits and could they be applied in a corporate setting
  • Taking a risk-based approach to balancing the need for financial controls with the desire for rapid change
Dave Pratt, Group Financial Controller at Transferwise

Dave Pratt

Group Financial Controller
Transferwise

In this informal, upbeat session, delegates will have the opportunity to share their views by occupying a spare seat on the panel for a maximum of five minutes each. 
Key questions up for discussion and debate include:  
  • Organisational models for a more flexible business that can handle the unpredictable  
  • How to set up processes in order to quickly react to the challenges of our fast moving world 
  • Experiences of applying Agile methodologies and creating high performance teams to leverage your workforce
  • OPEX’s role in creating a more agile organisation  

Lynsey Reid, Head of Digital Transformation at Heineken

Lynsey Reid

Head of Digital Transformation
Heineken

Rebecca Moore, Growth Director, EMEA at Skyscanner

Rebecca Moore

Growth Director, EMEA
Skyscanner

Paul Snead, Managing Director, Operational Excellence at ING, Wholesale Banking

Paul Snead

Managing Director, Operational Excellence
ING, Wholesale Banking

10:50 am - 11:20 am Quest for Automation in Electrocomponents PLC - the RPA practitioner’s perspective

It’s not the first time Greg has been down the RPA route but as with everything in life, you live and learn. In this session, Greg will share insight into Electrocompents’ RPA journey and his perspective on what you must know before and while on this journey.

-    How automation fits into Electrocomponents’ overall business strategy
-    RPA vendor selection
-    How the company went about implementing RPA
-    Most important roles to recruit first and team structure
-    Successes and challenges, key learnings and some surprises 

Greg Lee-Podgorski, Head of Automation, Business Automation Services at Electrocomponents Group (RS & Allied Electronics)

Greg Lee-Podgorski

Head of Automation, Business Automation Services
Electrocomponents Group (RS & Allied Electronics)

11:20 am - 11:50 am Morning Refreshments

Process innovation

11:50 am - 12:20 pm Case Study: Building a process mind set and ownership across a diverse global business
ARM has in recent years set out to define and build a more process based management system for the business with especial focus on the leadership team, leading to a business which reacts faster to market changes and business growth. Key challenges that Kjetil will be covering include: 
  • Managing global to local process ownership across different geographies and business models
  • Documenting processes, process ownership and responsibilities across the company 
  • Overcoming silos in process ownership: setting up one harmonised culture of process excellence
  • PEX becoming part of business as usual: making this happen 
Kjetil Sørensen, Director of Operations and Country Manager at ARM Norway

Kjetil Sørensen

Director of Operations and Country Manager
ARM Norway

Process innovation

12:25 pm - 12:55 pm Case study: Improving helplines to help more children
The way that children and adults contact us is changing and so is technology. There are more contacts late in the evening and chat has become the most popular channel, winning out over phone and email. The NSPCC has had to make significant changes to processes, technology and the way resources are organised in order to help more children in crisis with limited volunteer resources. Gordon will share how he approached this major improvement programme, including:
  • Using forecasting software to analyse patterns in demand and how this has improved our ability to plan our help line resources
  • Improving switchboard and routing processes to improve response to urgent contacts 
  • Reducing silent chats
  • Simplifying the referral and assurance processes
  • Our next steps including exploring many-to-many chat rooms and revised recording approaches 

Process innovation

12:55 pm - 1:55 pm Lunch

Process innovation

1:55 pm - 2:25 pm Case study: Implementing the SAFe scaled Agile framework to deliver a data-driven, predictive approach to asset management
National Grid’s gas network comprises 7,660 kilometres of high-pressure pipe and 618 above-ground installations. Whilst operating a safe, reliable network with expert engineers, National Grid gas has its challenges; the majority of assets are past their predicted asset life, systems of record have been kept locally on site, project costing has been inconsistent and resources are not optimally deployed.  Now, following a major data collection and enterprise asset management system upgrade project, National Grid has the capability to store and analyse its data centrally, moving towards utilising predictive maintenance techniques that will ultimately deliver a better service to the end customer, with a goal of saving the organisation circa £9m in operational costs over the next three years.
The challenge: to overcome the resistance of engineering and technical colleagues to move to an asset management mindset through the flexible delivery of a user friendly system using the SAFe Agile methodology, simultaneously creating a shift in mind set toward ‘cost, risk, performance’ goals, and the new ways of working that will underpin this new target operating model. 
You will learn:
  • A practical model for applying the SAFe scaled Agile approach within a digital transformation 
  • What National Grid has learned from its failures throughout its regular “inspect and adapt” sessions
  • How the business is integrating long-term planning into its operational strategies, working toward the energy networks of the future
Isabelle Haigh, Head of Transformation Programme at National Grid

Isabelle Haigh

Head of Transformation Programme
National Grid

Process innovation

2:25 pm - 2:30 pm Opportunity to change tracks

Process innovation

2:30 pm - 3:00 pm Case study: Agile-powered transformation for rapid scaling of a business
Skyscanner has grown from start-up to 1000 colleagues serving 80 million monthly users in 35 markets across the globe. 
The Agile transformation programme has doubled Skyscanner’s growth rates the APAC region in just six months and is now being rolled out across EMEA and the Americas.  
You will learn a fresh approach to: 
  • Applying Agile, tribes and squads in global Marketing and PR functions, enabling efficient improvements and a local focus across a global business
  • Transitioning Marketing and PR colleagues  to a data-driven, scientific way of working 
  • A novel model for applying the Theory of ▪ Constraints to a non-factory environment to make the best use of your resources

Rebecca Moore, Growth Director, EMEA at Skyscanner

Rebecca Moore

Growth Director, EMEA
Skyscanner

Process innovation

3:00 pm - 3:30 pm Afternoon Refreshments

Process innovation

3:30 pm - 4:00 pm Case study: Balancing Lean with agility to optimise global supply chains
Inmarsat is undertaking a major transformation to create a more customer-centric supply chain across Europe, North America and the APAC region. You will hear perspectives from the OPEX and business unit leaders on how they have managed deliver on-time to a customer base that can only be served when in port, subject to last minute changes such as Customs and the weather. 
  • The approach to building more agility into the supply chain: pushing out the process to plan as late as possible given a 6 – 9 month order lead time
  • Establishing regional hubs and on-boarding partners to enable the transformation
  • The tangible business impact of the programme in terms of on-time delivery rates and operational costs 
  • Tangible lessons that could be applied to other supply chain optimisation programmes 
Kariann Sandvik, VP Supply Chain at Inmarsat

Kariann Sandvik

VP Supply Chain
Inmarsat

Jeff Ayland, Senior Director Operations Improvement at Inmarsat

Jeff Ayland

Senior Director Operations Improvement
Inmarsat

Bringing stakeholders with you on OpEx initiatives

11:50 am - 12:20 pm Case study: Bringing together the generations to improve productivity and performance
Digitally native Millennials are predicted to make up 35% of the workforce by 2020, with Gen Z climbing to 24%. 
As this monumental generational shift occurs, how can we as OPEX leaders, leverage the skills and strengths of both the Baby Boomers and the Millennials? Find out about innovative new programmes including: 
  • Reverse mentoring and other means of inter-generational collaboration in the workplace and the impact it is having on performance
  • Transformation programmes delivering the  workplace of the future, designed for digital natives, including mobile back office functions 
  • Programmes that have succeeded in segmenting and engaging the different generations in the workplace, to turn them into change agents
  • Taking into consideration cultural and language differences when engaging your stakeholders from the different generations
Ewa Plauszta, Performance Center Director, Quality for R&D Performance Center at GSK Vaccines

Ewa Plauszta

Performance Center Director, Quality for R&D Performance Center
GSK Vaccines

Bringing stakeholders with you on OpEx initiatives

12:25 pm - 12:55 pm Purpose powered performance: moving beyond Lean and Agile to complete the productivity puzzle
How is this new era of operational excellence going to drive change? While the implementation of Lean and Agile strategies has brought massive improvements in performance, star performers are still searching for more. Naveed will share his ‘purpose orientation’ approach to driving productivity, illustrating why giving employees a purpose helps companies further innovate and achieve excellence. He will describe how he managed to transform an organisation to a forecasted profit of 25% in less than a year by addressing the root cause of intrinsic motivation.
You will walk away with a new understanding of:
• The future of productivity beyond Lean, Agile and Kanban
• The patterns of optimisation in the last three revolutions
• How to harness people’s intrinsic motivation for ultimate workplace performance

Naveed Khawaja, Former Director, Agile and Lean Transformation, Digital Advisory Board Member at AstraZeneca, Halma

Naveed Khawaja

Former Director, Agile and Lean Transformation, Digital Advisory Board Member
AstraZeneca, Halma

Bringing stakeholders with you on OpEx initiatives

12:55 pm - 1:55 pm Lunch

Bringing stakeholders with you on OpEx initiatives

1:55 pm - 2:25 pm Micro-workshop: Embedding OpEx initiatives across different cultures and geographies
Bring your own ideas into this thought provoking session. Xavier will walk you through the most successful models he has used for on-boarding colleagues across global improvement programmes followed by  a sharing of best practice from delegates around the room on the following key challenges: 
  • Strategies for embedding change across a long list of sites across the globe
  • Overcoming language and cultural barriers to ensure a common understanding of an improvement programme
  • Personalising the change: strategies for bringing different individual personalities on board
  • Current thinking on empowerment of local teams and how to make this work alongside process standardisation 
Xavier Fenard, Former Head of Process and Progress for Operations - Flat Products at ArcelorMittal Europe

Xavier Fenard

Former Head of Process and Progress for Operations - Flat Products
ArcelorMittal Europe

Bringing stakeholders with you on OpEx initiatives

2:25 pm - 2:30 pm Opportunity to change tracks

Bringing stakeholders with you on OpEx initiatives

2:30 pm - 3:00 pm Case study Henkel X: Accelerating Henkel’s entrepreneurial transformation - a cultural transformation program embracing open innovation
In 2017, Henkel began a major transformation toward a new business model to underpin the future growth of the €20bn business. The agile, hyper-connected and entrepreneurial platform Henkel X was launched beginning of 2018, to accelerates Henkel’s entrepreneurial transformation across three pillars: Ecosystem, Experience and Experimentation.
 
Michaela will share her approach to designing and driving a successful programme, including the following key elements:    
  • Outcomes of our extensive benchmarking study to find an own approach of a digital transformation journey
  • The role of culture and collaboration for innovation vs. technology as an enabler
  • How the programme has performed in the first year and key lessons learnt
Michaela Bessell, Head of Digital Transformation Office at Henkel

Michaela Bessell

Head of Digital Transformation Office
Henkel

Bringing stakeholders with you on OpEx initiatives

3:00 pm - 3:30 pm Afternoon Refreshments

Bringing stakeholders with you on OpEx initiatives

3:30 pm - 4:00 pm Panel: Getting PEX and IT to work together to deliver the agile organisation of the future
Issues up for discussion and debate include:
  • How are teams structured in terms of IT and process excellence at different organisations and what is the effect? 
  • What is the delineation between OPEX and IT when it comes to digitally-oriented operational improvements? 
  • Avoiding infighting between the two functions
  • How are IT and OPEX learning from each other’s change methodologies and to what extent are companies combining them? 
Howard Blackith, CIO at Supply Chain Coordination Limited, NHS

Howard Blackith

CIO
Supply Chain Coordination Limited, NHS

Nick Good, Director of VM IT Integration and Operations at Liberty Global/ Virgin Media

Nick Good

Director of VM IT Integration and Operations
Liberty Global/ Virgin Media

Michaela Bessell, Head of Digital Transformation Office at Henkel

Michaela Bessell

Head of Digital Transformation Office
Henkel

OPEX-driven digital innovation

11:50 am - 12:20 pm Case study: Applying AI holistically to improve cyber crime investigation
In response to businesses no longer reporting cyber attacks, the Northamptonshire Police has developed and is rolling out an AI-powered digital solution that will capture the relevant data via a cloud-based app, automatically prioritise the investigation queue and use machine learning to help identify serial attackers within the UK. 
Simon will discuss the strategic aspects of this disruptive transformation project, such as:  
  • How the digital solution fits into the strategic objectives and roadmap 
  • Experiences of putting the app and AI tool into production: successes and barriers 
  • What benefits were realised and how they were measured 
  • Transferrable knowledge that can be applied to other digitalisation projects 
Simon Clifford, Director of Technology and Digital Transformation at Northamptonshire Police

Simon Clifford

Director of Technology and Digital Transformation
Northamptonshire Police

OPEX-driven digital innovation

12:25 pm - 12:55 pm Future leaders’ panel: The future workforce: Millennial perspectives on ways of working and communications
A panel of successful, ambitious members of Gen Y will share their insights into how to engage the new generation and build capabilities in our future
leaders. You will gain candid feedback on:
Millennials’ perspectives on the workplace and expectations as internal customers of operational excellence services
• Which modes of communication are the most engaging for Gen Y? How could companies embrace this knowledge in their messages about change?
• How do Millennials like to learn? How integral is technology in gaining new skills, knowledge and understanding of new ways of working?
• Views of operational excellence as a career: how could OPEX leaders make it more attractive to the upcoming generations?

Ioana Teodorescu, Finance Business Partner at EDF Energy UK

Ioana Teodorescu

Finance Business Partner
EDF Energy UK

Suhail Rizvi, Co-Founder at PixelPoint Group

Suhail Rizvi

Co-Founder
PixelPoint Group

OPEX-driven digital innovation

12:55 pm - 1:55 pm Lunch

OPEX-driven digital innovation

1:55 pm - 2:25 pm Case study: Implementing process mining and RPA for tangible process improvements
Innogy has been embarking on a major improvement programme ‘New Way of Working’ since 2015, driven by top management. Process Management and Improvement is one of the core practices in the programme. 
Gino will talk through some of the most exciting aspects of the programme, including:
  • More accurately identifying and visualising transaction errors using process mining 
  • Using these new insights to drive a targeted RPA rollout 
  • The tangible business benefits we have identified from the programme, from error reduction to productivity gains
  • Lessons learnt that can be used across other improvement programmes 
Gino d'Hont, International Head of Data Management and Back Office, Program Manager New Way of Working at Innogy SE

Gino d'Hont

International Head of Data Management and Back Office, Program Manager New Way of Working
Innogy SE

OPEX-driven digital innovation

2:25 pm - 2:30 pm Opportunity to change tracks

OPEX-driven digital innovation

2:30 pm - 3:00 pm Case study: RPA implementation: business benefits and lessons learnt
Danske Finance began its RPA rollout in 2018 and now has several bots in production. What were the lessons learnt, the challenges along the journey and the key messages for other OPEX leaders from their hard-won experiences? 
  • Business function that have seen the most improvement from the RPA rollout and what were the factors in that success
  • Scaling up RPA use across the business: new processes, structures and governance required to manage this change 
  • What we have learned from our mistakes so far in the RPA journey 
  • What were the measurable business benefits from the RPA rollout? How did we measure our success from an OPEX perspective? 
Jarkko Vuorikoski, Head of Customer Journey at Danske Finance

Jarkko Vuorikoski

Head of Customer Journey
Danske Finance

OPEX-driven digital innovation

3:00 pm - 3:30 pm Afternoon Refreshments

OPEX-driven digital innovation

3:30 pm - 4:00 pm The selection process: prioritising technologies that will have the greatest business impact

Bernd will share his approach to evaluating a long list of digital technologies to determine what to prioritise for maximum operational impact across a
global organisation, followed by a group discussion and Q&A.
Key points he will cover include:
• Formulating the digital transformation strategy and using it as a basis for the technology selection process
• A brief run-down of the most compelling applications of AI, predictive analytics, production simulation and augmented reality
• The process for prioritising digital investments within the company to ensure measurable result

Bernd Schreiber, Head of Global Operations Management at Arthur D. Little

Bernd Schreiber

Head of Global Operations Management
Arthur D. Little

4:05 pm - 4:35 pm Closing Keynote: Building operational excellence across 12 government agencies

How do you bring digital ways of working and process thinking into the ultimate traditional organisation: the Government? Renuka has been leading the cross-government transformation programme, beginning the with the Cabinet Office executive and cascading the model across 55 change programmes at 12 different agencies. She will share with you her seven key findings from the transformation and how they can be applied across any change programme, including: 
  • Bottom-up change management: giving colleagues an opportunity to shape what the future looks like 
  • Taking an Agile approach to project management, employing a model office to test changes
  • Setting up structures to embed the change across a diverse organisation 
Dr. Renuka Fernando, Head of Cross Government Transformation at Cabinet Office

Dr. Renuka Fernando

Head of Cross Government Transformation
Cabinet Office

4:45 pm - 4:45 pm End of Conference