Rolls-Royce / 2019–2021
Connecting outsourced business services, systems and suppliers.
Bringing together process re-engineering, technology delivery, and data controls across Finance, HR and Procurement.
- person delivery team
- 40
- budget
- £12m
- major partners
- 7
The challenge
Finance, HR and Procurement processes were being transformed and outsourcing introduced for the first time. The processes, systems and supplier responsibilities needed to work together, while keeping personal, export-controlled, and defence data appropriately managed.
My role
As Head of Process Integration in Global Business Services, I established and led a 40-person technology delivery team with a £12m budget. My responsibility connected business architecture, processes and system design, supplier management, and technology delivery.
What I did
- Built the technology roadmap around the business services being outsourced, connecting process changes to the systems and delivery work needed to support them.
- Led technology elements of multi-supplier sourcing across seven major technology and outsourcing partners, establishing delivery, cost and benefits governance.
- Designed processes and systems around GDPR, export control and defence-data requirements. This included role-based access control changes across SAP, Workday and other applications.
- Developed ServiceNow capability as a shared front door for Finance, HR and Procurement, giving people a common way to access business services.
What changed
- Established a 40-person technology delivery capability for Global Business Services.
- Introduced a shared access point to Finance, HR and Procurement services by implementing ServiceNow for management of internal services.
- Connected the outsourcing programme to a technology roadmap and control framework.