Who is it for?
The qualification addresses the needs of the GBS management team and senior stakeholders who need to have an advanced understanding of global business services.
What are the Entry Requirements?
Candidates must have successfully completed the Postgraduate Certificate in Global Business Services to be eligible to enter for this course. (Note: Completion of this Postgraduate Diploma in Advanced Global Business Services further qualifies the learner to proceed, if they so wish, to complete a major project and obtain the award of a MSc in GBS.)
What will you get?
Graduates of the programme will be eligible for the award Postgraduate Diploma in Advanced Global Business Services. The course is a Level 9 postgraduate diploma programme on the NFQ with 30 ECTS.
How is it delivered?
The majority of module content will be delivered online with an additional 4 days face-to-face module delivery at DIT Aungier Campus.
What Will You Learn?
The course is structured into four main areas:
Your will learn about
1. Strategic alignment
- Strategic Alignment: Development of a strategy, vision, goals and objectives for GBS aligned to business strategy
- Information: Setting GBS objectives, developing KPIs and explaining requirements for GBS reporting
2. Service delivery – placement and process
- Service Placement: Placement of services – corporate, business services, business units, etc.
- Process Sourcing: Location strategy, location selection and evaluating sourcing options
- Process Design and Enabling Technologies: Process designs, controls framework, process and technology migration and improvements
3. Service delivery – leadership, organisation and governance
- Leadership: Setting strategic direction, team formation and delivering results
- Skills and Talent: GBS staffing, competencies and skills, training and talent management
- Organisation: Development, design and roll-out of the GBS organisation model
- Governance: Design and implementation of GBS governance and process ownership
4. Service and transformation management
- Service Management: Service strategy, service design, service operations and continuous improvement
- Transformation Management: Transformation management, programme and change management plans
Course Modules
In this course learners will explore GBS operations in the context of business strategy and how the vision, mission, goals and objectives for GBS are defined and aligned with corporate strategy and guidance. The module will address what GBS is and how it can align with enterprise strategies. It will demonstrate how the range of functions that can be included within a GBS organization is wide, incorporating finance, HR, procurement and IT. The module will emphasise how GBS organisations can be more proactive in working closely with the enterprise.
The module will also address the information component of the GBS Service Delivery Model. The right information helps to promote world-class performance and the GBS business benefits from developing an effective information strategy. The learner will learn to set up goals and objectives for specific areas of GBS, develop KPIs for specific areas and explain implementation requirements for information reporting in GBS. It will address metrical systems and set ups (including scorecards) and address development and continuous improvement activities.
Indicative Content
Strategic Alignment
GBS BASICS
Defining GBS
GBS and Shared Services
GBS Value Stages
Governance Structure
THE TRANSITION TO GBS
Moving from Shared Services to GBS
Benefits of GBS
Achieving Business Objectives
Cost Savings and Spend Ratios
Current State of GBS
Shared Services to GBS Case Study
Aligning GBS and Enterprise Strategy
TRENDS
Key Trends in GBS
Implications of GBS Key Trends
Technology Developments and GBS
WORLD CLASS GBS ORGANISATIONS
What is World Class
Routes to World Class Status
World Class vs Top Performer
Maintaining World Class Performance
GBS BENEFITS
Real Benefits of GBS
GBS Performance Against Key Metrics
Single vs Multi-Function Organisations
GBS RISK FACTORS
Leading Risk Factors
Attrition Rates
The War for Talent
Technology as a Vital Enabler
Talent Management
ESTABLISH GBS STRATEGIES
Process Ownership
Dedicated Management Roles
Effective Ownership Models
Enterprise Process Ownership
Performance Measurement and Process Improvement
Developing GBS: A 5 Stage Approach
GBS STRATEGY SELECTION
Stakeholder Consultation
GBS Decision Framework
Strategic Options Map
STRATEGY DEVELOPMENT
Developing Strategy
Strategy Considerations
Best Practice in Developing Strategy
PERFORMANCE OBJECTIVES
Optimisation Objectives
Evolution of Strategic Focus
VISION AND MISSION STATEMENTS
Why is a Vision Statement Important?
Vision Statement
Mission Statement
Guiding Principles in Strategy Development
SERVICE DELIVERY MODEL
The Service Delivery Model
The Service Delivery Framework
Information
INFORMATION FOR PERFORMANCE MEASUREMENTS
· Service Delivery Model: Information
· Measuring Performance
DESIGNING KPIs
· Best Practice
· Key Considerations
· Common Pitfalls
CHOOSING KPIs
· KPI Characteristics
· GBS Scope and Strategy
CHOOSING METRICS
· SLAs and OLAs
· Evolving SLA Metrics
· Using Price to Drive Behaviour
· Moving to Higher Value Metrics
· Evolving GBS Metrics
· Legislative and Regulatory Restrictions
DEFINING KPIs
· Identify KPI Components
· Evaluate and Agree on KPIs
KPIs FOR GBS
· The 4C Model – Cash, Compliance, Cycle, and Customer Service
DATA VS INFORMATION
· The Difference Between Data and Information
· Features of Good Information
DEVELOPING SCORECARDS
· KPI Scorecards
· Developing a Balanced Scorecard
USE OF SCORECARDS
· Involve the Finance Function
· Use the Scorecard in Multiple Ways
· Ensure More Standardization of KPIs
ENTERPRISE-LEVEL SCORECARDS
· Developing a Scorecard at Enterprise Level
· The Importance of Enterprise-Level Scorecards
· Creating a Functional Level Scorecard
CONTINUOUS IMPROVEMENT
· Metrics for Continuous Improvement
· Continuous Improvement Checklist
BENCHMARKING AND TARGETS
· Choosing Specific Targets
· Communication of Targets
· Internal and External Benchmarking
· Selecting the Right Metrics
COMMUNICATING WITH STAKEHOLDERS
· Develop a Communications Plan
· Levels of Reporting
· Changing Reports to Reflect Performance
· The Dashboard
· Setting Information Goals and Objectives
This module focuses on allocating process activities across key delivery organisation units (e.g. corporate, shared services, centre of excellence/expertise, business unit, etc). We will also look at the central-local splits of processes, i.e. what part of what process to locate where and develop best service placement for GBS services. It addresses migrating these processes and activities to GBS, monitoring the achievement of the desired service placement and comparing service placement to best practice and developing proposals for scope expansion.
In this course we will focus on where the activities for all of the GBS functions should be performed. This course essentially deals with two aspects: captive vs. outsourcing, and location selection.
In this course we will look at process design and how to use technology in the context of process design, and also service delivery. In the standard SDM, process design and technology are two separate dimensions, but in reality many best practices in process design deal with technology, so a combination of the two dimensions in one course is useful.
Indicative Content
Service Placement
SERVICE PLACEMENT STRATEGY
Service Delivery Model: Service Placement Strategy
Developing a Service Placement Strategy
Determining Placement Scope
Extending GBS Scope
OPTIONS FOR SERVICE PLACEMENT
Design Variables
Technology
Planning Service Placement
HIGH LEVEL FRAMEWORK
Service Placement Strategy
Use of the Model
Strategic Options Map
The Service Placement Framework
Decision Trees
Process Splits
DETAILED PROCESS SPLITS
High Level Service Placements
Placement of Detailed Tasks
GBS Interaction Model
MIGRATION APPROACHES
Migration
Determine a Suitable Approach
Select Approach Using Risk and Process
Evaluating a Transition Strategy
Implementation Approaches
Transformation Strategy and World-Class GBS
ASSESS READINESS
Technological Readiness
Organisational Readiness
Business Transformation Story
Legal and Statutory Constraints
EVALUATING AND IMPROVING PERFORMANCE
GBS Assessment
Service Placement: Continuous Improvement
Expansion of Process Placement
Development Gaps
Process Sourcing
PROCESS SOURCING
The Service Delivery Model
GBS Sourcing Definition
The Sourcing Mix
Sourcing Terminology
Forces Driving Increased Sourcing
Mixing Captive and Outsourced Delivery
DEVISING A STRATEGY FOR CAPTIVE VS OUTSOURCED
Sourcing Methodologies
Captive vs Outsourced Differences
Defining a Sourcing Vision
Methods of Developing Offshore Services
Benefits, Costs, and Risks
Critical Success Factors
SELECTING A BPO PARTNER
Outsourcing Provider
Best Practice for Outsourcing Success
Effective Outsourcing Practices
THE OUTSOURCING METHODOLOGY
Outsourcing Phases
Assess
Evaluate Current Providers
Develop a Future State Blueprint
Design
Migration
SELECTING A LOCATION
Location Selection Considerations
Selection Methodology
Selection Process
Location Selection
Incentives and Government Support
LOCATION AND FACILITIES ANALYSIS
Location Analysis
Location Analysis Results
Facilities Analysis
Facilities Analysis Results
Challenges and Success in Sourcing
Design and Enabling Technologies
PROCESS DESIGN AND ENABLING TECHNOLOGIES OVERVIEW
Process Design Timeline
Gather Information
Evaluate Existing Technology
The Capability Maturity Model Review
Current State Benchmark
Summarise the Findings
APPLYING BEST PRACTICE TO PROCESS DESIGN
Process Best Practice
Technology Best Practice
Process Design Best Practices
Enabling Technologies Best Practices
TRENDS IN PROCESS DESIGN AND ENABLING TECHNOLOGY
Process Design Trends
Enabling Technology Trends
The Technology Adoption Lifecycle
GBS Management Technology Trends
Functional Technology Trends
FUTURE STATE DESIGN
Determine the Future State
Designing the Future State
Future State Targets and Benefits
Local Statutory, Tax, and Legal Requirements
END-TO-END PROCESS DESIGN
Process Design Overview
Change to Enterprise Process Ownership Model
End-to-End Process Components
Strategy Enablement
End-to-End Process Performance Drivers
End-to-End Process Service Delivery Model
END-TO-END PROCESS DESIGN AND BUSINESS STRATEGY
Strategy Implications
Optimising Working Capital
Managing Working Capital
Optimise Continuous Improvement
TECHNOLOGY SELECTION
The Technology Selection Process
Technology Selection Guidelines
Evaluation Criteria
Choosing the Right Approach
Analytics have become one of the most powerful tools available to decision makers. The module is designed to introduce students to a variety of predictive techniques using industry-standard (but highly accessible) purpose-designed software, geared to the special nature of ‘Big Data’. The purpose of the module is to develop students’ skills in the use of data and models to support decision making in business. Participants will also receive a thorough grounding in relevant underlying statistical /probability theory in a practical and user-friendly lab environment.
Indicative Content
DATA ANALYTICS
Understanding data and data sources
Data process models
Data preparation
Market basket analysis
Forecasting
Decision Tree analysis
Neural network analysis
Regression analysis : Linear and Logistic
Customer cluster analysis using K-nearest neighbour
Report preparation and presentation
DATA MANAGEMENT
Data architecture
Data processes
Data control
Data security
Data storage
GDPR and data protection legislation
To meet the challenges of the global business environment managers need to combine professional competence with a fundamental grasp of the process of and the complexities of leadership.
The purpose of this module is to provide a strategic overview of how managers can lead organisations and of how to best enable and empower direct reports. The module provides an understanding of the key elements of leadership and allows participants to better understand their own and others’ leadership preferences and styles. The module also provides an understanding of how organisations can leverage intrapreneurship and its interaction across organisational functions.
Indicative Content
· Cross disciplinary and strategic view of the major theories of leadership and their application in real world organisations
· Awareness of leadership styles and their relative merits and use in organisational settings and an understanding of key leadership dilemmas
· Understanding of creativity and innovation as key antecedents of effective leadership
· Ability to formulate corporate objectives and strategies that support entrepreneurial behaviour in an ethical manner
· Techniques to assess the leadership and intrapreneurial constraints and opportunities within the organisation’s operating and business environment, the skills to analyse complex issues, suggest alternatives and to present well supported recommendations, from a strategic leadership perspective
· Ability to think and evaluate from a critical perspective
This module is set out in three parts.
The first part of the module address talent planning requirements in the GBS organization and the skills needed to deliver and successfully transform services. End-to-end talent management process as being comprised of four elements – (i) Strategic workforce planning; (ii) Recruiting and staffing; (iii) Organisational effectiveness; and (iv) Workforce development services.
The second part of the module focuses on developing a GBS organisation model at a functional level. This includes designing a detailed GBS organisation model for functional areas and developing RACI charts for functional areas of GBS.
The third part of the module addresses governance in GBS organisations. This involves the design and implementation of appropriate GBS governance models and end-to-end process ownership. The module will examine high level GBS governance models and enable the learner to advise on the roles and responsibilities of Global/Enterprise Process Owner (GPO/EPO) for end-to-end process ownership and advise on the optimisation of global/end-to-end process ownership.
Indicative Content
Talent and Skills
SERVICE DELIVERY MODEL AND TALENT PLANNING
TALENT PLANNING
STRATEGIC WORKFORCE PLAN
PLANNING AND MANAGING THE WORKFORCE
TALENT MANAGEMENT PRACTICES
Organisation
HIGH LEVEL GBS ORGANISATION MODEL
ORGANISATIONAL DESIGN
ORGANISATIONAL DESIGN IN PRACTICE
ROLLING OUT A GBS ORGANISATION MODEL
VALIDATING AND OPTIMISING
Governance
CREATING A GOVERNANCE FRAMEWORK
END-TO-END PROCESS OWNERSHIP
PROCESS OWNERSHIP
DEVELOPING A GOVERNANCE STRUCTURE
This module builds on previous modules on the programme that have laid out “what a GBS solution should look like”. This module is about getting there and what is the process to implement implement learning towards this objective.
In the first part of the module the focus on the service management in the context of the organisation service management framework and all its aspects: the development of a service strategy, service design and service operations and the implementation of continuous improvement.
The learner will develop a Transformation management strategy within each of the four phases of the GBS transformation life-cycle (assess, design, implement, optimize). Transformation will be considered from a programme and change management perspective.
Indicative Content
Services Management
SERVICE MANAGEMENT
Definition of Service Management
Service Management Framework
The Importance of Service Management
GBS Evolution of Service Management
Service Management Roles
SUPPLY AND DEMAND MANAGEMENT
Managing GBS Services Supply and Demand
Service Strategy
Service Demand Management
Managing Demand
Marketing and Branding
SERVICE PORTFOLIO MANAGEMENT
Service Portfolio Management Process
Balanced Scorecard Management Tool
Strategy Map
Quality Measures
Financial Management
Pricing
SERVICE DESIGN
Service Design
Supply Management
SLAs
Service Catalogue Management
Supplier Management
Cultural Fit and Innovation
SERVICE OPERATIONS
Service Operation
Contact Centre Management
Infrastructure Management
Business Continuity Planning Process
CONTINUOUS SERVICE IMPROVEMENT
Continuous Service Improvement
Quality Improvement
Characteristics of a Continuous Improvement Programme
Continuous Improvement Implementation
Customer Experience Management
Knowledge Management
WORLD CLASS SERVICE MANAGEMENT
World Class Service Management
Characteristics of Top-Performing GBS Organisations
Financial Management Capabilities
Roles that Support Service Management
Strategic Implications
Transformation Management
GBS TRANSFORMATION
The Five Stage Approach to Transformation
Service Transition
PRE-ASSESSMENT PHASE
Pre-Assessment Phase
Pre-Assessment Activities
FEASIBILITY STUDY PHASE
Setting the Stage for Transformation
High Level Qualitative and Quantitative Assessment
Vision
Vision
Definition of Transition Strategy
High Level To-Be Design
Location / Site Analysis
People Impact Assessment
Transition Planning
Business Case
DESIGN PHASE
Transformation Design
Assessment of Current Processes, Technology and Organisation
Design for Process, Enabling Technology and Governance
Service Agreements and Performance Management
Detailed Implementation Planning
IMPLEMENTATION PHASE
Transformation Implementation
Site Set-up
Implementation of New Organisational Model
Recruiting and Knowledge Transfer
To-Be Processes and Technology
Go Live
OPTIMISATION PHASE
Stabilisation
On-going Improvements
HR Model and Retention Strategy
Further Development
Lights Out Processing
PROGRAMME MANAGEMENT
Overseeing the GBS Transformation Lifecycle
Detailed Project Planning and Organisation
Programme Management Office (PMO)
PMO Characteristics
Managing Project Risk
Project Related Communication
CHANGE MANAGEMENT
Change Management
Delivering Change Readiness and Executing Change
Building a Transformation Management Office
TMO Elements
Stakeholder Management and Communication
TRANSFORMATION BEST PRACTICE
Transformation Best Practice
Barriers to Transformation Success
Hallmarks of Top Performers
Strategic Implications
To apply for this course please contact david.fitzgerald@ictskillnet.ie