Description
The GBS organization is one of the companys four pillars and is composed of 7000 people.
Approved for external use
November 2010
Our Mission
Our mission is to transform the way business is done.
Our Business Model
• The GBS organization is one of the company’s four pillars and is composed of 7000 people.
• We support P&G’s 127,000 employees and 300 brands sold in 180 countries.
• We provide more than 170 employee and business services including IT, finance, facilities, purchasing and employee services as
well as business building solutions.
• The GBS model is all about the AND. We want lower costs AND improve quality AND innovation AND productivity.
• GBS is one of the largest, most progressive Shared Service Organizations in the world.
The Value of GBS
• We deliver cost savings
o Nearly $800MM cost savings
o costs as % of sales reduced by 1/3 since 2003
• We drive scale
o From 27% systems standardization post-Gillette to 60% today
o Ability to manage 3x project workload
• We innovate
o Virtualization of brand design and development
o Productivity building capabilities and tools to steer the business real-time
• We enable agility
o P&G Integrations and Divestitures
o Staffing to meet company priorities in 4< days
• We are delivering the Company’s digital strategy
Our Unique Capabilities
• Ensure operational excellence of services
• Scale services, systems and processes globally
• Create new business-building capabilities
How We Got There
P&G’s Global Business Services
Transforming the way business is done
1999 – 2002
Creation of Shared Services
• Service consolidation & basic infrastructure
• Re-site services to central locations
2003 – 2005
Building a Progressive Business Model
• Strategic sourcing with external partners
• Run our services as businesses
• Business Service and IT integration
2006 – 2009
Agility, Flexibility & Change Anticipation
• Dramatic IT-driven Innovation
• Ever greater reduction in costs
• 3-fold increase in org capacity & flow-to-work
2010 -- …
GBSe – Running Simpler, Flatter, Faster
• Focus on key audiences: employees, functions and BUs
• More dynamic identification of priorities
• Scaled capabilities to build, operate & deliver GBS services
Centralized
1 services
organization
Global
6 hubs in low
cost locations
Holistic
170+ business
and employee
services
Collaborative
15 Strategic
Partners
Approved for external use
November 2010
Virtualization
Replace physical product mock-ups with virtual reality applications
• Consumers: focus group mock-ups replaced by virtual designs
• Customers: virtual shelving & displays to test, learn and wow!
• Engineering & Production: product modeling tools
Virtual Solutions Tools were used on all top tier Initiatives
Accelerate Internal Collaboration
Help P&G employees connect internally faster, more cost effectively, and more sustainably
• Video Collaboration Studios: instant “on,” real-time video, studio quality audio
• Improved productivity: scales P&G executives, furthers internal connect & develop
opportunities, eliminates costs/time spent on travel, and reduces P&G’s carbon footprint.
• 80 locations: representing key business hubs
Saving $4 in travel cost avoidance for every $1 invested
Steer the Business Real-Time
Help P&G make accurate and timely decisions via Business Sphere and Decision Cockpits
• Revolutionized integration and delivery of business information
• Empowers executives to anticipate what is happening in the business
• Decision Cockpits Available to everyone, based on a common data set – 38,000 users
38,000 users, 40% less touches @ $40 per touch
Driving Digital Capabilities
Creating a Real Time environment
• Digital Business Intelligence: harness the power of real time business intelligence
• Digital Value Chain: create a faster, simpler and more agile P&G
• Digital Business Capabilities: digital experiences that transform consumer relationships
• Digital Organization: work from anywhere, with peak performance
GBS Innovation at Work
It’s not about running faster; it’s about changing how you run
doc_984243224.pdf
The GBS organization is one of the companys four pillars and is composed of 7000 people.
Approved for external use
November 2010
Our Mission
Our mission is to transform the way business is done.
Our Business Model
• The GBS organization is one of the company’s four pillars and is composed of 7000 people.
• We support P&G’s 127,000 employees and 300 brands sold in 180 countries.
• We provide more than 170 employee and business services including IT, finance, facilities, purchasing and employee services as
well as business building solutions.
• The GBS model is all about the AND. We want lower costs AND improve quality AND innovation AND productivity.
• GBS is one of the largest, most progressive Shared Service Organizations in the world.
The Value of GBS
• We deliver cost savings
o Nearly $800MM cost savings
o costs as % of sales reduced by 1/3 since 2003
• We drive scale
o From 27% systems standardization post-Gillette to 60% today
o Ability to manage 3x project workload
• We innovate
o Virtualization of brand design and development
o Productivity building capabilities and tools to steer the business real-time
• We enable agility
o P&G Integrations and Divestitures
o Staffing to meet company priorities in 4< days
• We are delivering the Company’s digital strategy
Our Unique Capabilities
• Ensure operational excellence of services
• Scale services, systems and processes globally
• Create new business-building capabilities
How We Got There
P&G’s Global Business Services
Transforming the way business is done
1999 – 2002
Creation of Shared Services
• Service consolidation & basic infrastructure
• Re-site services to central locations
2003 – 2005
Building a Progressive Business Model
• Strategic sourcing with external partners
• Run our services as businesses
• Business Service and IT integration
2006 – 2009
Agility, Flexibility & Change Anticipation
• Dramatic IT-driven Innovation
• Ever greater reduction in costs
• 3-fold increase in org capacity & flow-to-work
2010 -- …
GBSe – Running Simpler, Flatter, Faster
• Focus on key audiences: employees, functions and BUs
• More dynamic identification of priorities
• Scaled capabilities to build, operate & deliver GBS services
Centralized
1 services
organization
Global
6 hubs in low
cost locations
Holistic
170+ business
and employee
services
Collaborative
15 Strategic
Partners
Approved for external use
November 2010
Virtualization
Replace physical product mock-ups with virtual reality applications
• Consumers: focus group mock-ups replaced by virtual designs
• Customers: virtual shelving & displays to test, learn and wow!
• Engineering & Production: product modeling tools
Virtual Solutions Tools were used on all top tier Initiatives
Accelerate Internal Collaboration
Help P&G employees connect internally faster, more cost effectively, and more sustainably
• Video Collaboration Studios: instant “on,” real-time video, studio quality audio
• Improved productivity: scales P&G executives, furthers internal connect & develop
opportunities, eliminates costs/time spent on travel, and reduces P&G’s carbon footprint.
• 80 locations: representing key business hubs
Saving $4 in travel cost avoidance for every $1 invested
Steer the Business Real-Time
Help P&G make accurate and timely decisions via Business Sphere and Decision Cockpits
• Revolutionized integration and delivery of business information
• Empowers executives to anticipate what is happening in the business
• Decision Cockpits Available to everyone, based on a common data set – 38,000 users
38,000 users, 40% less touches @ $40 per touch
Driving Digital Capabilities
Creating a Real Time environment
• Digital Business Intelligence: harness the power of real time business intelligence
• Digital Value Chain: create a faster, simpler and more agile P&G
• Digital Business Capabilities: digital experiences that transform consumer relationships
• Digital Organization: work from anywhere, with peak performance
GBS Innovation at Work
It’s not about running faster; it’s about changing how you run
doc_984243224.pdf