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The Fundamentals of Designing, Building and Implementing Shared Services

Shared services models have consistently proven to be an effective means to contain costs, drive efficiency, enhance service delivery, increase collaboration, drive innovation, and deliver continuous process improvement.


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The Conference Board Conference Center
845 Third Avenue
(Between 51st and 52nd Streets)
3rd Floor
New York, NY 10022
Tel 212 339 0345
Official Website:

Fees do not include hotel accommodations.

June 27, 2014

For more than two decades organizations have achieved a great deal of success in adopting and optimizing a shared services model.  Shared services models have consistently proven to be an effective means to contain costs, drive efficiency, enhance service delivery, increase collaboration, drive innovation, and deliver continuous process improvement.  However despite the success many still struggle with the basic foundation and critical elements of the SSO model and concerns over the next evolution of shared services. 

A properly structured and supported shared services organization will gain the benefits of scale, drive process efficiency, and add continuous value the business, but can quickly become derailed without the crucial steps needed to create a solid and scalable foundational structure and mitigate through the immense cultural and behavioral issues that are associated with this major organizational change. 

In response to these challenges, The Conference Board is proud to announce a one-day comprehensive seminar titled The Fundamentals of Designing, Building and Implementing Shared Services. During the seminar leading practitioners will come together to address common struggles in launching a shared services organization and detail how they have been able to deliver superior results and step changing value creations for the business well beyond cost savings through the effective utilization of shared services.  This comprehensive one-day seminar will feature:

  • Ways to successfully integrate processes, people and technology to deliver a new business capabilities, greater efficiency and productivity, as well as add increased value to the enterprise beyond cost savings 
  • Effective change management, communication and engagement strategies to address the continuous behavioral, cultural and engagement challenges that can often plague SSOs
  • Realize the numerous growth and value opportunities by moving beyond centralized functions to create an organizational model that operates as a true business with-in a business
  • Learn  how to create and communicate a roadmap for your ideal end state

Day One

8:30 – 9:00 am

Registration and Continental Breakfast

9:15am – 11:30 am

Moving from Concept to Delivery: Building, and Implementing the Business Case for an SSO:

As all companies are different, particularly in terms of business culture, the ways in which one company may develop and implement their SSO will be different from another. Additionally, not all services lend themselves to be “shared” and there is simply not one shared services business model that is suitable for all organizations.  However, throughout the process there are proven steps that need to be taken in order to build a solution that fits your company and enables you to develop your own processes.  During this session, the facilitator will guide you down a path to confidently choose a plan from the available options that will support high performance for the enterprise and create a scalable platform to support future business growth as well as:

  • Separating myth from fact.  Defining shared services by exploring the differences between an SSO verse a centralized service model to better understand the significant differences between the two in order for you to be a true business partner
  • Take a holistic view of your operation to determine which operations can and should be brought into the SSO
  • Create a roadmap for developing and executing the SSO strategy and determine the appropriate operating model for your shared services organization available options, including how you can develop a scalable shared services model to respond to changes in business needs over time
  • Gain the knowledge to develop a compelling business case with clearly defined goals and objectives to ensure that all stakeholders are completely engaged and understand the value proposition

Paul Bartley, Director, Program Support Center, U.S. Department of Health and Human Services

Gene Migliaccio, Dr.P.H., Director of Federal Occupational Health. Program Support Center, U.S. Department of Health and Human Services

10:30 – 10:45 am

Refreshment and Networking Break

10:45– 12:15 pm

Fostering a Culture of Change and Engagement throughout the Organization
Ingrained in the nature of shared services is change, either during the building and implementing of the business case or expanding the scope and scale of an existing SSO.  The ways in which a company responds to change will directly have an impact on the success and growth capabilities that will be realized.  By gaining alignment and embracing change an organization can ensure they will avoid or minimize costly business disruptions.  During this session the facilitator will demystify proven change management and employee engagement techniques in order to keep all parties focused and engaged in the face of insecurity or uncertainty including:

  • Utilizing the principals of change management/employee engagement to overcome ingrained cultural resistance and barriers to achieving goals and initiatives
  • Drive sustainable change throughout the organization through communication, learning and reinforcement
  • Manage cultural changes while keeping employees engaged/motivated
  • Create an effective communication strategy from the start to ensure continued support throughout your journey and help leverage future expansion opportunities
  • “What’s in it for me?”-Mastering ongoing communication that is relevant and resonates with stakeholders and employees

Terri Dimitri, Vice President, Global People Services, Covance Inc.

Teresa Lovelace, Director, Global Human Resources Service Delivery, Covance Inc

12:15 -1:15pm

Networking Lunch

1:15 -2:45 pm

Performance Metrics: Aligning Business Strategy and Continuous Improvement from the Onset

In developing a system for capturing performance metrics and a foundation for continuous process improvement how do you ensure that your measurements will communicate and deliver value to the business leading to continued support of your initiatives?  Furthermore, as the SSO grows and the needs of the business changes you need to be able to develop a scalable structure that is capable of responding to the changing business needs and one that can be effective for many years to come. During this session, tackle the daunting task of exploring the various tools and options available to measure performance as well as:

  • Explore how to create a working tool for strategic planning, organizational assessment and clear/consistent messaging to ensure that you have continued support of your initiatives and are instilling a service culture to continuously align your results/objectives with those of your customers and the overall business goals
  • Uncover the key components of an effective performance metrics platform in order to provide and communicate meaningful operational and customer measures leading to a culture of continuous improvement.

Roxanna Wall, Group Corporate Services, Complex Deals Team, UBS AG

Cindy Gallagher, Vice President and Deputy Controller, AOL Shared Services

 2:45 – 3:00 pm

Refreshment and Networking Break

 3:00 – 4:30 pm

Talent Management Equation in Shared Services Excellence
Ensuring the right people are in place at the right time it a prerequisite for driving the initiatives and realizing the full value opportunities.  The results achieved through your investments in shared services are directly related to ensuring the right staff are in place to drive the initiatives through.  This needs to occur through a delicate balance of new, retained and transition employees.  During the session we will explore the talent management equation in driving performance including:

  • Effective ways to recruit, retain, and engage employees to develop a workforce that equipped to meeting the expanding and evolving opportunities of the SSO
  • Key competencies and skill sets required to achieve success-both in the near and long term
  • How to promote positive behaviors and ways to deal with behaviors/individuals that will curtail the success of the organization
  • Work transition and knowledge transfer methodologies-create a plan to ensure intellectual property is not lost and a seamless transition to the new organization

Judy Pennington, Director, Human Capital, Deloitte Consulting LLP


Seminar Wrap-up and Closing Questions
The close of the conference will feature an opportunity for the attendees to ask any questions that they may still have to the presenters and their peers. 

For sponsorship opportunities, please contact Michael Felden at

For speaking opportunities, please contact Mary Beth Reidy at

Paul Bartley, Director Global Shared Services, Becton, Dickinson and Company (BD)

Terres Dimitri, Vice President, Global People Services , Covance, Inc.

Cynthia Gallagher, Senior VP and Global Controller, Discovery Communications, Inc.

Teresa Lovelace, Director, Global Human Resources Service Delivery, Covance, Inc.

Gene Migliaccio, Director , Federal Occupational Health

Judy Pennington, Director, Human Capital , Deloitte Consulting LLP

Roxanna Wall, Executive Director, UBS AG