1. USA/Europe Shared Services Summit
Leadership and talent in shared services
28 June, 2017
Andreas Landgrebe, Austria/CEE Cluster
Dinesh Mirchandani, India
Daniel Feldkamp, USA

2. Leadership and talent in shared services
Not harder…but smarter!
ANDREAS The paradigm in SSC/BPO have dramatically shifted from low cost to high “brain”
Over the years the main attraction of using cheap labour has eroded (since it is a one time off and other regions offer even cheaper labour than CEE). Hence the SSC hubs needed to develop a new USP- respect. need to do this NOW asap :
Increasing efficiency and productivity through attracting additional service layers from their internal/external clients
Developing new methodologies and tools (particularly in the context of Art. Intelligence/Process Automation/Robotics), which makes those tools an OPPORTUNITY for them, not a thread.
Building a sustainable business case, which turns them from a cost to a profit center

3. Leadership and talent in shared services
..but worth the effort
ANDREAS For the executive management this means:
Slide 2
Increased complexity due to the transfer of additional tasks demanding other service layers
Shift of responsibility: HQs do not only transfer work, they also expect the entities to become self-sustainable P/Ls with only little management attention from home. SSCs managers need to become entrepreneurs
And most importantly: Development and retention of top talent (languages and skills) becomes the crucial factor for success: With a growth perspective of 20% and more in SSC in CEE, qualified labour force, able to cope with the new challenges,  can take another job at any time

4. Leadership and talent in shared services
McKinsey study on adoption of automation
Technical automation
potential
Early scenario
Late scenario
Adoption
Early scenario
Late scenario
100 90 80 70 60 50 40 30
DINESH: McKinsey Global Institute has analyzed a range of potential scenarios for the pace at which automation will affect activities across the global economy and constructed a model.
The dark blue solid S-curve line represents early adoption, the dotted line, the latest adoption scenario, aggregating across all of the activities of 80% of the world’s workforce. The pair of orange S-curves depict similar early and late scenarios for technical automation potential. Adoption lags Potential.
While adapting currently demonstrated technology has the technical potential to automate 50% of the world’s current activities, the date at which this could happen is only 2037 and could be as late as 2076 i.e., centered around 2055.
In the USA, farm employment fell from 40% in 1900 to 2% in 2000, and manufacturing from 25% in 1950 to less than 10% in New activities replaced those that disappeared even if it was hard to predict what they would be, while the shifts were happening. 20 10
2016 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95
2100
Automation adoption will lag potential and take decades, across a range of scenarios
% of time spent on activities that will potentially be automated
1 46 countries used in this calculation, representing 78% of global labor force
SOURCE: McKinsey automation timing model

5. Leadership and talent in shared services
Management matters
DANIEL:
Finding the right mix between international expertise/expats and local understanding
Enriching the management selection by means of market mappings and management appraisals, benchmarking internal to external resources
Choosing management, that brings along best practices in building up an entrepreneurial/P/L oriented spirit and best-in-calls HR strategies for retention, employer branding etc.

6. Leadership and talent in shared services
Boyden facts and figures
FOUNDED 1946
Privately held company
GLOBAL REACH
65 offices | 40 countries | over 700 employees
6 INDUSTRY PRACTICE GROUPS
Industrial | Consumer & Retail | Technology Healthcare & Life Sciences | Financial Services | Social Impact
SATISFACTION RATE
CLIENT 91% | CANDIDATE 96%
5 FUNCTIONAL PRACTICE GROUPS
Human Resources – Finance – Board – IT – Interim
DINESH: Boyden Intro #1
Invented the international retained search business in 1946
More than 65 offices in over 40 countries, 300 client partners, well defined practices
Global Ranking – top seven by revenue, partner owned, partner led
Top three firms in global footprint (offices)
A founding member of the AESC, our industry trade body. We endorse and exceed the standards of the Code of Ethics and Professional Practice Guidelines of the AESC.
Top five search firm in many of our markets.
PERFORMANCE & QUALITY
Repeat Business 75% | Completion Rate 87%
AESC FOUNDING MEMBER
The AESC seal represents quality and integrity
TOP 5 EXECUTIVE SEARCH FIRM
As ranked by the AESC with respect to performance, quality and integrity.

7. Boyden’s Global Reach: everywhere you are and aspire to be!•
Toronto
Calgary
Pittsburgh
Santiago
Sydney
St Petersburg
Mumbai
Pune
Houston
Sao Paulo
Bangkok
Frankfurt
Berlin/Munich
Dusseldorf
Johannesburg
Dubai
Lima
Beijing
Auckland
Miami
Washington/Baltimore
New York/New Jersey
San Francisco
Mexico City
Atlanta
Winnipeg
Chicago
Bogota
Buenos Aires
Lisbon
Paris
Lyon
London
Madrid Barcelona
Valencia
Moscow
Amsterdam
Milan
Zurich
Geneva
Helsinki
Stockholm
Oslo
Copenhagen
Vienna
Istanbul
Sofia
Prague
Warsaw
Bangalore
Jakarta
Taipei
Hong Kong
Singapore
Seoul
Tokyo
Brussels •
Bratislava •
Bucharest
Cairo
DINESH Boyden Intro #2:
We have over 65 offices in over 40 countries. One of the largest ES firms in the world.
Extensive coverage of CEE- 7 Offices in Austria, Czech, Slovakia, Hungary, Bulgaria, Poland, and Ukraine.
We are everywhere you are, and aspire to be.
ANDREAS: Thanks for listening in and a joke to conclude

8. Thank you for your attention!
DANIEL:
Finding the right mix between international expertise/expats and local understanding
Enriching the management selection by means of market mappings and management appraisals, benchmarking internal to external resources
Choosing management, that brings along best practices in building up an entrepreneurial/P/L oriented spirit and best-in-calls HR strategies for retention, employer branding etc.
Andreas Landgrebe,
Austria/CEE
Dinesh Mirchandani,
India
Daniel Feldkamp,
Chicago/USA