Transcript Slide 1

© 2011 Financial Operations Networks LLC
Managing Constant Change in AP Today
Michelle Zacharias-Hunt
AOL
Wednesday, April 13, 2011
The Background….
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The Only Thing Constant
at AOL is Change!
THE BEGINNING
1985
QLINK ONLINE
SERVICE THROUGH
QUANTUM
INSTANT MESSAGING
LAUNCHES / QLINK
RENAMED AMERICA
ONLINE
1989-1991
THE MIDDLE
1995
1993
AOL.COM
HOMEPAGE, FLAT
RATE PRICING, AND
“THE BUDDY LIST”
1998-2000
AOL BEGINS
MAILING MILLIONS
OF DISKS
1995
NAME CHANGES TO
AOL, CONTENT AND
SERVICES OFFERED
FOR FREE
AOL TIME WARNER
MERGER AND
AD.COM
ACQUISITION
ACQUISITIONS INCLUDE
COMPUSERVE, ICQ,
NETSCAPE, MOVIEFONE,
AND MAPQUEST
AND NOW…
2008
AOL REACHES 1M
MEMBERS
2001-2004
2006
AOL BECOMES AN
INDEPENDENT,
PUBLICLY TRADED
COMPANY
OVER 80 CONTENT
SITES LAUNCHED
2009
ACQUIRED
HUFFINGTON POST
2010
ACQUIRED
TECHCRUNCH
2011
AOL’s infrastructure continuously evolves in order to
support our transforming market.
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How has the company’s transformation over the
past four years impacted the AP department?
Business Model Shift
Member
Based Business
Advertising
Based Business
Accounts Payable
Mergers & Acquisitions
700% increase in micro
payments (non-std)
29 acquisitions
Partner Management
Multiple outsourcing relationships for
processing, audit, and helpdesk
AP not only needs to be efficient, it needs to stay flexible to meet changes in the business
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How did AOL get from point A to point B?
Successful Outsourcing
Streamlining Processes
Well Defined Metrics
Developing an Invested Culture
Stabilizing the Control Environment
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Where are We Today?
AOL is a leading-edge web services company, with
an offering of premium and niche content sites,
world-class tools and platforms
About 250 million people around the world rely on AOL
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Of Course
Change is Difficult….
•
Financial systems were on an unsupported version of Axs-One
•
Financial processes were embedded in the accounting area
•
Business processes lacked documentation and scale
•
Budget pressures were a reality in order to fund AOL’s transforming business model
•
Inability for ease of acquisition integration. Finance needed to be able to support
AOL’s movement towards more of an open technology platform
•
Cost of service was high compared to benchmarks
The objective is to always ensure that the infrastructure (human,
technology, and business) is ready when change happens.
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AP Ingredients
for Success
Recipe for an efficient, responsive, scalable
and controlled AP organization
Key Ingredients
1. Leadership and Vision
2. Establish a Culture
—
—
—
—
Customer awareness
Employee development
Measurements
Transformation/Efficiency
3. Control Environment
4. Technology – Enabler
5. Outsourcing – Enabler
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AP Resource Allocation
Old Model
Front
Front Office = Customer Facing/Intake
Back Office = Operations
Back
Front
New Model
Back
 Process Optimization
 Majority Time Addressing New
Customer Requirements
 Formal Customer Intake
 Systemic Controls
 Integrated Systems
 Processing
 Minimal Time Addressing
New Customer Requirements
 Limited Formal Customer Intake
 Manual Controls
 Sub-optimized Systems
Customer Facing/Intake
Transformation
Accounting and
Control
Processing
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Successful Outsourcing
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Page 10
In selecting an outsourcing solution, there are many
key elements that help to arrive at a strategy.
Outsourcing Objectives
• Reduce costs
• Speed to implement
• ERP expertise
• Sustain compliance and control
minimize disruption to customers
• Build scale for growth
• Increase capability
• Knowledge of business
• Flexibility of managing retained workforce
• Ease of start-up
• Leverage existing global workforce
• Move routine work to free up time for higher value work
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Key Enablers of Outsourcing Success
• ERP solution – robust functionality for effective outsourcing
• Scanning – getting the work in a virtual environment
• Workflow tools – move the work where it needs to go
• Clear handoffs – provide for appropriate review and approval
steps and help maintain strong control environment
• Process documentation – clarify roles and responsibilities
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Establishing Effective Working Relationships With
Systems Support Groups
Accurate
Network
Map
Effective
Backup Plans
(BCP)
Clear
Escalation
Paths
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Early IT
Planning
Participation
Effective
Systems
Support
Issue
Resolution
SLA’s
Latency
Avoidance
Solution
Documented
Roles and
Responsibilities
Documented
Issue Intake
Process
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Lessons Learned
• Bringing on an outsource partner forces your processes to grow up
• Process owners need to know they have “skin in the game” for success
• Don’t underestimate the level of internal opposition to your deal
• Performing the first BPO at a company can be time consuming (Legal,
HR, IT & Corp Communications, SOX planning and compliance)
• Have your partner prepare for a staff augmentation role
• Resources are less pliable than you think – difficulty dealing with
the ambiguity
• Broken processes can be targeted for offshore (you get reengineering
and labor arbitrage for one price)
• BPO contract negotiation expertise is essential to cutting the right deal
• AOL’s first BPO deal presented significant challenges in the IT area and
represented some of the greatest risks to the success of our project.
Engage IT resources early and communicate frequently
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Some Things to
Plan For in IT Area
Plan for dedicated IT project resources and engage them early
to discuss and plan for all relevant IT areas. Some key things
to cover include:
•
•
•
•
•
•
•
•
Network connectivity and support
Desktop application support
Application performance (citrix etc.)
Printing infrastructure
Security/authentication
User access management/onboarding
SLA’s and escalation procedures
Business continuity plans
Prepare plans for transition phase and post transition support.
If plans are not executed effectively, savings realized and
operational efficiency can be dramatically impacted.
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Streamlining Processes
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Process Mapping
Process Mapping is the activity of representing a
process that illustrates:
• What activities are completed by whom in what sequence
• Hand-offs between departments or individuals
• Operational boundaries, also called swim lanes
• Clear starting and stopping points
Why map a process?
• Diagnostics: determine the cause of a problem or condition
• Improvement: As-Is
Should-Be Could-Be
• Business Requirement: Supplier, regulator or industry
standard (i.e., ISO 9001)
• Education/training
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General Process
Improvement Steps
• Gather information
―
―
Existing “As Is” documentation and actions
Interviews and questionnaires, structured interviews
• Isolate deficiencies in the current process
• Re-work the process to maximize
improvement opportunities
• Identify necessary checks and balances to
keep the process in control
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Well Defined Metrics
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Key Elements of
AOL AP Metrics Program
• Analysis & remediation plan for yellow/red metrics
AP impact
Root cause analysis
Remediation plan
Follow-up until green
FEB
MAR APR
MAY
JUN
JUL
# of
Metrics
Process Sub-process
AUG
JAN
FEB MAR APR MAY JUN
4
1.75
2.00
2.00
2.00
2.00
2.00
1.75
2.00
2.01
PTP
Contract/Master Data
3
0.3
1.8
1.8
2.3
2.3
2.3
2.3
2.3
2
3.00
3.00
3.00
3.00
3.00
3.00
3.00
1.50
2.02
PTP
Req-PO
1
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
Invoice-Payment
1
-2.00 2.00
1.00
2.00
2.00
2.03
PTP
Invoice-Payment
4
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
1.04
PTP
T&E
2
2.50
2.50
2.50
2.50
2.50
2.50
-0.50 1.75
2.04
PTP
T&E
3
2.7
2.7
2.7
2.7
2.7
2.7
2.7
2.7
1.05
PTP
Partner Settlement
1
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.05
PTP
Partner Settlement
1
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
-0.13 -0.19 2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
1.67
1.67
1.67
1.33
1.67
1.67
2.13
RTR
GRIR
0
-2.00 -2.00
2.00
2.00
2.00
2.00
2.14
RTR
Fixed Assets
1
2.15
SUP
Internal Control Desk
PTP
Sourcing
8
OTC
Credit
1
2.00
1.09
OTC
-2.00 -2.00
Ad Billing
1
1.10
OTC
Collection
2
1.11
OTC
Cash Application
1.12
RTR
Cash Reconciliation
1
0.00
2.00
2.00
2.00
2.00
2.00
1.13
RTR
GRIR
3
1.14
RTR
Fixed Assets
1
-2.00 2.00
1.15
SUP
Internal Control Desk
0
1.16
SUP
Treasury Services
2
1.17
SUP
Help Desk
0
1.18
SUP
Leasing
1
3.00
3.00
30
1.41
2.00
Process Sub-process
2.00
# of
Metrics
2.00
2.00
1.56
1.56
2.07
PTP
Sourcing
2
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
2.00
2.00
2.00
2.00
2.08
OTC
Credit
2
2.0
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.00
2.00
2.00
2.00
2.09
OTC
Ad Billing
1
2.00
2.00
2.00
2.00
-2.00 2.00
2.00
2.00
CONTROL
1.07
1.08
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
2.10
OTC
Collection
0
2.11
OTC
Cash Application
2
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.12
RTR
Cash Reconciliation
6
2.2
2.1
1.3
2.3
2.1
1.0
2.3
2.3
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
9
2.3
2.3
1.7
2.3
2.3
2.3
1.1
1.6
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
2.00
2.00
2.00
2.00
2.00
2.16
SUP
Treasury Services
2
2.00
2.00
2.00
2.00
2.00
2.17
SUP
Help Desk
0
3.00
3.00
3.00
3.00
3.00
3.00
2.18
SUP
Leasing
2
3.0
3.0
1.91
1.44
1.40
2.07
1.76
1.83
Total Control Metrics - Overall Rating
39
2.14
2.29 2.04
Process Sub-process
# of
Metrics
2.00
JAN
FEB
MAY
JUN
JUL
AUG
3.01
PTP
Contract-Master Data
5
1.0
2.4
2.4
2.4
2.4
2.4
2.4
2.4
4.0
3.02
MAR APR
PTP
Req-PO
2
1.3
2.5
2.5
2.0
2.5
2.0
2.5
2.5
4.1
2.37 2.33 2.14 2.08 2.16
JAN
FEB MAR APR MAY JUN
JUL AUG
SSC
Performance
4
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
SSC
Training
2
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
3.03
PTP
Invoice-Payment
5
2.4
2.4
2.4
2.4
2.2
2.4
2.4
1.6
4.2
SSC
Education
2
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
3.05
PTP
Partner Settlement
5
2.1
2.4
2.4
2.4
2.4
2.4
2.1
1.2
4.4
SSC
Involvement
2
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
3.06
PTP
PCard
4
2.1
2.4
2.4
1.0
2.4
2.4
2.1
2.4
4.5
SSC
Satisfaction
2
1.5
1.5
1.5
1.5
1.5
1.5
1.5
1.5
4.6
SSC
Inclusion
2
1.5
1.5
1.5
1.5
1.5
1.5
1.5
1.5
16
1.5
1.5
1.5
1.5
1.5
1.5
1.5
1.5
3.07
PTP
Sourcing
3
0.3
2.0
2.0
2.0
2.0
3.08
OTC
Credit
1
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.09
OTC
Ad Billing
2
1.5
1.5
1.5
2.3
3.0
2.3
2.3
0.0
3.10
OTC
Collection
10
2.1
0.6
1.2
0.8
0.3
0.2
0.4
1.1
3.11
OTC
Cash Application
5
0.6
1.2
1.2
1.2
1.2
1.2
1.2
1.2
3.12
RTR
Cash Reconciliation
1
-3.0
-3.0
-3.0
1.5
1.5
3.0
3.0
3.0
8
3.13
RTR
GRIR
3.14
RTR
Fixed Assets
3.16
SUP
Treasury Services
3.18
SUP
Leasing
1.5
1
0.0
2
Operational Excellence - Overall Rating
2.5
1.9
0.0
2.5
1.8
0.0
2.5
1.9
1.6
0.0
0.0
2.5
2.5
1.8
1.8
0.0
0.0
2.5
2.5
1.8
-3.0
2.5
4
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
58
1.67
1.67
1.75
1.67
1.76
1.77
1.77
1.61
SSC Metrics 2008
Human Capital Metrics - Overall Rating
ACCOUNTS PAYABLE - INVOICE PAYMENT
Dollars in Thousands
●
●
JUL AUG
Contract/Master Data
Req-PO
PTP
Ref
― Green: Meets expectations
― Yellow: Needs improvement
― Red: Needs significant improvement
JAN
PTP
PTP
Total Customer Metrics - Overall Rating
• Monthly performance against targets
―
―
―
―
# of
Metrics
Process Sub-process
1.03
HUMAN CAPITAL
Customer (30)
Control (39)
Operational Excellence (58)
Human Capital (16)
OPERATIONAL EXCELLENCE
—
—
—
—
High
Impact
• Balanced Scorecard – 143 Total Metrics
CUSTOMER
Ref
1.01
1.02
Seq
#
IP10
IP11
IP1
IP4
IP5
IP8
IP9
IP12
IP13
IP17
IP18
SORT BY SEQ
NUMBER
Metric Description
SORT HIGH
IMPACT
% of invoices processed within 3 business days
% of invoices processed accurately
Discounts taken and missed (% of discounts taken)
% of invoices paid by PO vs Disbursement Request ($)
%of invoices paid by PO vs Disb Request (#)
Average invoices processed per processor (monthly)
% of wire documents settled in SAP within 48 hours
% of month end balance more than 60 days past due
Variable cost per invoice processed
% inv. $ paid PO vs. Disp. Request (Limited)
% inv. # paid PO vs. Disp. Request (Limited)
Actual Performance
BSC
Expected Minimum
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
OPEX
OPEX
CUST
CONT
CONT
OPEX
OPEX
OPEX
OPEX
CONT
CONT
98.0%
90.0%
95.0%
90.0%
55.0%
45.0%
20.0%
17.0%
60.0%
50.0%
600
500
95.0%
90.0%
10.0%
15.0%
FUTURE FUTURE
80.0%
70.0%
80.0%
70.0%
100.0%
99.2%
15.8%
70.8%
76.5%
699
100.0%
0.4%
NM
84.2%
90.0%
100.0%
99.2%
81.9%
63.8%
77.9%
652
99.5%
-1.1%
NM
91.2%
88.7%
100.0%
98.9%
54.7%
58.5%
79.6%
636
98.7%
4.0%
NM
81.6%
89.0%
100.0%
99.2%
67.8%
57.3%
77.3%
708
100.0%
1.7%
NM
85.7%
88.1%
100.0%
99.2%
56.4%
61.4%
74.7%
576
100.0%
1.1%
NM
82.2%
86.4%
100.0%
99.1%
NM
71.3%
75.2%
602
100.0%
2.4%
NM
84.6%
86.5%
100.0%
99.6%
NM
66.3%
68.2%
666
100.0%
1.6%
NM
92.7%
89.3%
100.0%
98.5%
NM
56.0%
69.1%
602
87.3%
3.6%
NM
86.0%
84.3%
1.60
2.00
1.90
2.00
1.90
2.00
2.00
1.56
1.80
2.20
2.10
2.20
2.10
2.22
2.22
1.78
Standard Average Monthly Rating
Weighted Average Rating
SSC Metric Underperformance Analysis
Balanced Scorecard
Category
Process Sub-Process
Customer
PTP
Sourcing
Month: 0808
Sequence
Number
Metric Description
SO13
Total RFX Events Completed (RFI, RFP, Auction, etc.) Total Electronic+Manual
Description of Deficiency
Only completed 2 RFPs this month vs. old target of 4; 2 still
outstanding due to customer timelines.
Date of this form: 081208
Expected
4
Minimum
3
1
0
SOURCE0801
2
4
3
AUG
JUL
JUN
MAY
APR
MAR
FEB
JAN
3
2
1
Impact on SSC Performance
Potential cost to customer budgets: $2M RFP policy threshold;
assume 10% RFP savings = $150-200K per missed event
Root Cause
No root cause – based on RFP actuals that are determined in conjunction with the business.
Remediation Plan
Completion Date
Identify actual RFPs planned for rest of year to ensure we hit target; task category leads with submitting planned RFP
12/31/08
information. Note: May need to adjust metric since metric revised to 25 for the year (so target would be 2-3 per month vs.
3-4 there now).
Remediation Plan Results
Month 1 Still tracking RED; assuming revised goal of 25, this put us 3 down which is a potential $450K-$600K impact
on cost savings; only several RFPs planned for rest of year due to declining customer large dollar purchases. Sourcing VP
to meet with SVP on refining goal in light of cost control initiatives and reduction in force affecting Sourcing.
Month 2
Date
09/17/08
Month 3
• Monthly attestation meetings/Quarterly Review
― Sign-off on accuracy & remediation plan
― Monthly meeting by functional group
― Quarterly meeting combined all groups
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Page 20
Measurement
Drives Performance
Challenges
Critical Success Factors
• Access to data
• Efficient data gathering and
compilation process
• Multiple formats
• Determining what to measure
• Setting objective
performance targets
• Manual nature of data compilation
• Clear and concise reporting
• Shifting cultural mindset from
transactions to metric analysis
• Ownership of data by “miners”
• Effective root cause analysis
• Ownership of results & remediation
plans by process owners
• Leadership attestation
• Rigor & discipline in the program
• Continuing evaluation of
measurements to ensure relevance
• Engagement of team members and
belief in the benefits of the program
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Stable Control Environment
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AP Control Environment
Process Audits
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of our Teams
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Key Elements
• Fear of the legislation
— Consider all processes in key control designation
— Train personnel early and often
• Understand your controls
—
—
—
—
Key vs. non-key
What risk is mitigated by the control
What are the implications to other business units
Each business unit owns their own key controls
• Flexible yet compliant
— Adapt to changing business environment while remaining compliant
— Don’t be afraid to ask why (Employee Empowerment)
• Update as necessary
— Obtain support from the audit team, but don’t be afraid to update your control structure
• Monitor, test, review
— No matter how confident you are, something could still go wrong
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Developing an Invested Culture
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Page 25
It became evident that in the midst of constant change
at AOL, one of the key components to maintaining the
unity, effectiveness and morale of the AP team is its
dedication to continuing a strong sense of CULTURE
within the organization.
AP anticipated the changing needs of AOL,
and began to transform its team into flexible &
adaptable utility players. A key component of this
workforce transformation was the development of a
strong Cultural Program.
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Page 26
The AP Culture is composed of 3 core elements:
Communication
Education & Transformation
Team Building
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Page 27
AP Top 10
Culture Initiatives
• Customer Connection
— Center-wide Customer Service Training
— Power User Sessions, Customer Related Operation Service Level Agreements
Communication
(internally & externally)
• Skip Level Lunches (monthly), All Hands (quarterly)
• “Pipeline” & “Note from Controller” (bi-monthly)
• Lunch and Learn (quarterly)
• Transformation Board
• Operational Themes
—
—
—
—
—
2006: Know Your Numbers
2007: End-to-End Process Awareness
2008: Tell the Story
2009: Happy Hour is Minutes Away
2010: Go for the Gold
• AOLU People Development
• Rewards & Recognition and Stars Program
• Leadership Meetings (quarterly)
Education &
Transformation
(quarterly)
— 2010 Leadership Team
— Director Council
• Fun Team Events (monthly)
— American Idol Pool
— Chili Cook Off and Paper Football Tournament
— Family Feud
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Team Building
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Training
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Wiki
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Customer Service
Over the past few years, AP has launched a series of formalized Customer
Service training classes. Each member of the team receives 40 hours of
Customer Service training.
AP continues to underscore the value and necessity of strong customer
service with the development of:
• Formalized Customer SLAs
• Formalized AP Help Desk
• Monthly Power User Calls
• Monthly Customer Surveys
• ESD: Executive Service Desk
• Annual SSC Customer Service Day
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AP Pipeline
The AP Pipeline is a Center Newsletter published approximately
every 2 months. The newsletter encompasses key AP events,
information, announcements & team fun facts. The newsletter is
intended to keep the AP Community informed and connected.
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Controller’s Org
Awareness Challenge
How much do you already know about the Controller’s Organization and AOL? How
much can you learn in the next three months? Enough to earn you the most points in the
2010 Awareness Challenge?
The Awareness Challenge will take place during the next 3 months. This Challenge will
culminate with a live Question Tournament. The winner (the person with the most points)
will walk away with the highest honor ~ being named the Awareness Guru!
Weekly Awareness Challenge Themes:
• Guess Who?
• Fun Team
• Metrics
• Website
• Process Areas
• General & AOL First Look
• AOL Awareness
• AOL ‘Sites’
Program Highlights:
1. Well over half the number of people within the Center participated
in the Awareness Challenge.
2. Over half of that population participated in 3 or more Challenges.
3. The themes of the Challenges encompassed our initial 3-pronged goal of Individual, SSC and
AOL awareness.
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Rewards & Recognition
• Einstein Award – Process improvement
• 3-Star Award – Outstanding customer service
• “Protect This House” Award – Contributing to the enhancement of
AOL's control environment
• Offensive Player of the Game Award – Dedication and excellence
• Big Cookie – Demonstrated teamwork
• Nominations can be submitted by all AP Employees.
• Nominations are reviewed, and the award winners are announced during each All Hands meeting.
• All Nomination forms have the AOL Personal Best Principles as it relates to each award category
printed on the back of the nomination form.
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AP Stars Program
AP also established the Stars Program. The Program invites all
members of the team to quickly and publicly recognize their colleagues
for doing a great job.
The Stars Program is structured as follows:
• A Star can be posted by anyone within the Center and is
available for all to read.
• Each week, the board is cleared.
• The Stars are posted outside each recipient’s workspace.
• The names of the receivers are also posted on a large Star
highlighting the week’s Stars.
• The large Star is posted along the wall of the hallway ~ fondly
named: The Boulevard of Stars
During the first week’s Program launch,
over 30 stars were posted.
Since the program was launched,
there have been over 300 stars posted!
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Team Building: Fun Team
• Annual Chili Cook-off & Paper Football Tournament
• American Idol Pool
• Pet Look-a-like Contest
• Family Feud
• Wii Challenge
• Halloween Pod Decorating Contest
• Egg Hunt
• Volunteering (Holiday Coalition, Servathon, Earth Day)
• Desktop Giveaways
• Secret Santa & Re-gift Event
• Fall Festival
• Cinco de Mayo
• Fun Team Bulletin Board
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Page 36
Improvements
We Have Seen
Area
Before
After
System
AXSone
SAP
People
40% Annual Attrition
<10% Annual Transition
Process
Manual, clunky,
resource intensive
Scalable
Documentation
Limited
Complete with
desktop procedures
Metrics
Limited or not available
Balanced scorecards
Efficiency
Not measured
Savings realized
Transformation
Skills limited to a select few
Skills spread throughout
team in U.S. and at Partner
Our partnership enables us to focus on being a Transformation center
not a Transaction center
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© 2011 Financial Operations Networks LLC
Thank You!