RBS skillset model

RBS : VOB defined the key development areas from service
provider to trusted advisor
In 2+ years RBS has achieved the level of standard service provider, which is a great achievement but it’s time to move on..
Next steps are linked to 4 blockers below to get to a “trusted advisor” position:
Connection with
Business
Simplification/
digitization
Leading voice, right
opportunities
Data rich, insights poor
• Understanding of
Business context
• Shared goals/KPIs,
priorities
• Understanding of E2E
processes
• Sufficient forums to
discuss strategic needs
• Right agenda of the
forums on different
levels
• Learn your processes,
understand and simplify
them
• Prepare them for
automation (impossible
to automate chaos)
• Come with automation
proposals, sell business
cases in the right forums,
get investments
approved
• Take ownership for the
e2e process
• Search for the
opportunities and share
them regularly
• Escalate to the top level
if resistance on the
operational level
• Be pro-active, take
initiative, be visible
Provide insights
leading to fast business
decisions rather than
massive spreadsheets
Automate analysis
process, allow more
time on actions
Predictive rather than
post-factum
Senior stakeholders’ citing : «позитивный тренд против 2021» «лучше и лучше» «you’re too transactional» «не
задаем себе вопрос «а как правильно?» «много полагаемся на менеджеров в интерпретации данных» «ability to
wrap up for crisis» «избегающий стиль поведения» «всё стандартное хорошо, но вы работаете на старых
рельсах» «много тесных коммуникаций, но по точечным горящим вопросам» «вызов в новых условиях другой»

3.

RBS skillset model
Trusted advisor
Leadership skills GREAT 5
RBS Future skills (3)
Design thinking
Digital acumen
Business analytics (Analytics& Insights)
RBS Foundational skills (7)
Service management
Lean perform (Service
transformation)
Business acumen
Process management
Collaboration/Stakeholder Engagement
Project & change management
Functional skills
Skills development steps: Assess, Plan, Build, Learn, Practice, Perform
3

4.

RBS Foundational skills
RBS Foundational skills
Skill
TL
Service Culture
(Service
Operations,
GBS
Foundations)
Formulate and clearly articulate cultural
principals to the team.
Lean perform
(Service
transformation)
Implement Service Model & Governance
principals:
• Fulfill and manages Service portfolio
• Develop and implement Problem
resolution approach,
• Formulate and implement WoW
guidance (service consulting &
navigation, adaptation on different
levels) ,
• Service standards (incl UX & SelfService approach)
Adapt, cascade and visualize Global Service
Performance standards and Service
effectiveness & efficiency metrics (SLA & OLA,
regular performance metrics, regular surveys
& feedbacks, adoption KPIs, dashboards)
LP culture and principles sponsorship
Knows methodology of LP
Define process improvement strategy on
the base of LP for E2E
Managers/ Experts
Mass roles/ Specialists
Understand, use and promote cultural
principals in the team, set up efficient
control.
Support and translate Service Model &
Governance principals :
• Maintain Service portfolio
• Manage Problem resolution
process,
• Control and train WoW principals
(service consulting & navigation,
adaptation on different levels) ,
• Use Service standards (incl UX &
Self-Service approach)
Cascade and visualize Global Service
Performance standards and Service
effectiveness & efficiency metrics (SLA &
OLA, regular performance metrics, regular
surveys & feedbacks, adoption KPIs,
dashboards)
Know and follow cultural principles
MLP culture and principles promotion in
the team, act as a role model
LP environment organize & ensure
Knows methodology of LP
Apply LP capabilities for process
improvement for cross processes
Know Service Model & Governance:
• Know Service portfolio
• Indicate and resolve problems
• Follow WoW principals (service
consulting & navigation, adaptation
on different levels) ,
• Know Service standards (incl UX &
Self-Service approach)
Know and perform Global Service
Performance standards and Service
effectiveness & efficiency metrics (SLA &
OLA, regular performance metrics, regular
surveys & feedbacks, adoption KPIs,
dashboards)
Know methodology of LP
Apply LP capabilities for process
improvement within responsible area
Follow LP culture principals
4

5.

RBS Foundational skills
Skill
Business
Acumen
(Pepsico
Business
Understanding
)
TL
Process
management
(Performance
Tracking)
Collaboration
/Stakeholder
Engagement
(same as
GBS)
Managers/ Experts
Know how the business operates (profound)
Know external context
Have an understanding of macro situation
Able to understand key implications from
internal/ external business situation for the
tower and vice versa
Ability to prioritize projects and tasks
depending on business urgency and possible
business impact
E2E mindset to design processes
Governance model updated up to services
Own service metrics portfolio (internal;
external) and align them with stakeholders
Continuous improvement of processes &
metrics (drive business value added)
Benchmarking
Define & promote governance model (forums
& agenda)
Align joint strategy based on 2 ways street
RBS brand promotion through right storytelling
(Regular executive summary updates)
Mass roles/ Specialists
Know how the business operates (tactical)
Have an understanding of external context
Able to understand key implications from
internal/ external business situation for the
responsible services vice versa
Ability to prioritize projects and tasks
depending on business urgency and
possible business impact
To know service governance model
To know the input of your services for E2E
Define & review efficient metrics for services
to measure value for business and process
quality
To accelerate issue resolution
Drive resolution of process issues
Know your processes
Understand personal contribution
Know process metrics and
individual performance
Identify key relationships
Align and challenge stakeholder’s
expectations
Proactively resolve disputes
Engaging through the right channel with the
right population
To use storytelling technics
Know your key partners
Understand partner’s
expectations from your role
Ensure consistent message
Know PepsiCo products
Know how the business operates
(basics)
Understand internal business
impact: key business touch points
with current functional scope
Understand business value
5

6.

RBS Foundational capabilities
Skill
Project
management
(same as
GBS)
TL
Change
management
(same as
GBS)
Managers/ Experts
Preparing a business case and get the
approval on investments
Sponsorship of the project
Secure all risks are handled
Set up efficient governance/ monitor
progress
Ensure project value realization
Define change impacts and
communication plan
Identify & engage Sr stakeholders
Build right governance and control
change management plan
implementation
Sustain outcomes, ensure the change is
adopted
Mass roles/ Specialists
Define project scope
Ensure project implementation on time with
right budget, quality and resources
Manage the risks, issues and changes on
the project
Respect project governance model
Own change management plan
Execute project plan within assigned
project role
Define the change impact and develop and
execute communication plan for the
impacted audience
Identify & engage stakeholders
Support people through transformation
Manage risks and issues
Raise questions for following changes
Execute changes
Identify and escalate possible impact to
other processes in case of any change
in your process
6

7.

RBS Future skills
Skill
Design
thinking
(same as
GBS)
TL
Business
Analytics
(Analytics &
Insights; Data
Visualization &
Storytelling)
Managers/ Experts
Knows and implement Design Thinking
methodology
Uses 5 Responsive Working practices as
part of Design Thinking methodology
including tec tools for new product /service
creation or upgrade
Defines new products/services and ensure
their implementation
Build the system of consistent analytics and
data visualization approach
Prescriptive Analytics (what we should do to
make it happen)
Digital
Acumen
(same as
GBS)
Drive digital mindset
Formulate and drive implementation of digital
strategy
Benchmarking and define sufficient
digitalization level
Mass roles/ Specialists
Knows Design Thinking methodology
Uses 5 Responsive Working practices as part of
Design Thinking methodology including tec tools
for new product /service creation or upgrade
Deliver new products/services with DT
methodology
Logical understanding of data needed for the
highlighted question
Understand and apply data visualization
principles
Focuses on Diagnostic Analytics (why’s of what
happened) and Predictive Analytics (what could
happen)
Presenting and organizing data for visualization
with focus on different categories/needs of
stakeholders
Develop digital mindset
Ability to identify Digital opportunities in the area
of work
Have general understanding of Digital
technologies and their applicability
Define busines requirements
Knows Design Thinking
methodology
Knows 5 Responsive Working
practices as part of Design
Thinking methodology
Uses 5 Responsive Working
practice within day-to day
work.
Data Collection
Organizing data
Data validation on prewrite
script
Understand and apply data
visualization principles
Descriptive analytics
Accept digital mindset
Ability to identify Digital
opportunities in the area of
work
Use digital technology/ be
adaptive to new tools
7

8.

GBS Skills definitions
Skills
Collaboration/Stakeholder Engagement
Change Management
Service Operations
Service Transformation
Performance Tracking
Pepsico Business Understanding
GBS Foundations
Data Visualization & Storytelling
Forward Thinking
Digital Acumen/Literacy
Innovation
Definition
Working across boundaries and creating trusting relationships, demonstrating active listening skills
Maintaining composure during times of change, supporting and managing change by adapting approaches and mobilizing others
Develop globally applicable operational controls, procedures and reporting metrics and exceed or meet KPIs and SLAs
Deliver continuous operational improvement and efficiency
Defines and tracks the simplest possible, yet powerful measures/KPI’s that are relevant for the business and bring to life GBS’
performance
Understanding the PepsiCo business, its consumers and customers, external environment and industry, and using this information
to drive decisions and actions
Understands the basics of GBS - including value proposition, services, ways of working, and operating model
Ability to synthesize and translate data into actionable insights, hypotheses and recommendations that deliver business value
Identifying trends, thinking creatively and strategically (e.g. applying design thinking principles)
Ability to identify Digital opportunities in the area of work and understand the relevant Digital technologies that can contribute to
more efficient and effective processes and outcomes
Uses creative thinking and challenges status quo; recommends improvements in the current ways of working

9.

Tower Leads
survey results

10.

What is a current setup?
Foundational/ Future
Design thinking
Digital Acumen
Business Analytics
Stakeholder
Engagement
Change
management
Project management
Process
management
Lean perform
Service culture
Business Acumen
1
2
Low
3
Medium
4
5 Current score
High

11.

What is a current setup?
Top 3 skills to focus on in 2023:
75%
12,5%
62,5%
25%
50%
12,5% 12,5%
6
12,5% 12,5%
Business analytics
Digital acumen
Process management
Project management
25%
3
3
2
12,5%
75%
12,5%
62,5%
25% 12,5%
50%
37,5% 12,5%
25%
75%
25%
62,5%
62,5%
37,5%
75%
25%
12,5%
1
2
3
2
2

12.

Where we are on the way?
Access
Managers
Assessment within
capabilities matrix
Plan
Team’s
engagement
Plan
execution
Build/
Lean
Practice
Perform
Leverage existing solutions
On the job
Project work
Value creation:
• for business
• for employee
Academies development:
• Trainings
• Coaching and mentoring
• On-the-job training
• Project work
• Benchmarking/ Social
learning
L&D Ambassadors from
functions
Consistency
Monitor progress

13.

How to build skills (content for people managers)?
Access
Capability matrix
Self assessment
Manager’s
assessment
Career conversation
Plan
Transform
development areas to
clear targets in PDR:
- Improvement within
current scope
- Improvement by
participation in
projects
Clear timing
Clear roles
Support needed
Fill my P&D profile
Build/
Lean
Align development
plan (70/20/10):
- Training; materials
- Mentoring;
networking
- On the job; in project
Use PepsiCo
resources to improve
skill (RBS/GBS L&D;
Internal market place;
mentoring app, etc )
Request necessary
support
Practice
Practice
Perform
Manage current scope
on a new level
Status check
Get feedback (from
Line manager;
stakeholders, etc)
Review the plan if
needed
Explore new career
opportunities
(pepjobs; internal
market place)

14.

Details (what do
we need to know)

15.

RBS Foundational skills
Skill
TL
Managers/ Experts
Mass roles/ Specialists
Project
management
(same as
GBS)
Project management training by BU L&D team
+degreed by default
Project definition and roles
Project management lifecycle
Project triangle
Project management approached (Lean; Agile;
SCRUM, etc)
Risk management
Communication plan
Project management training by BU L&D +
degreed:
Project definition and roles
Project management lifecycle
Project triangle
Project management approached (Lean;
Agile; SCRUM, etc)
Risk management
Communication plan
Project definition
Project roles
3-4 slides shared by management
during functional TH; examples
from real life
Change
management
(same as
GBS)
Change management training by BU L&D team
by default
Change management definition
Change management aspects
(implementation; communication)
Resistance pyramid
Change management matrix
Change acceptance curve (resistance curve)
Manager’s role in change management
Taking team through the change
Action planning (10 tactics to minimize
resistance)
Change management training by BU L&D
team
Change management definition
Change management aspects
(implementation; communication)
Resistance pyramid
Change management matrix
Change acceptance curve (resistance
curve)
Manager’s role in change management
Taking team through the change
Action planning (10 tactics to minimize
resistance)
Change management definition
Change acceptance curve
(resistance curve)
3-4 slides shared by management
during functional TH; examples
from real life
15

16.

RBS Foundational skills
Skill
TL
Managers/ Experts
Collaboration/S
takeholder
Engagement
(same as GBS)
YT program (training) BU & GBS L&D:
Stakeholder management definition
Know your stakeholders (DISC; open
questions)
Active listening
Stakeholder’s request detailing
Reaching the agreement with stakeholders
constructive discussions
Communication style & channels & goal
(Know/Feel/Do)
Executive summary framework
Storytelling (training)
YT program (training) BU & GBS L&D:
Stakeholder’s mapping
Know your stakeholders (DISC; open
questions)
Active listening
Stakeholder’s request detailing
Reaching the agreement with stakeholders
constructive discussions
Communication style & channels & goal
(Know/Feel/Do)
Executive summary framework
Storytelling
Stakeholder management
definition
Know your key stakeholders
Business
Acumen
(Pepsico
Business
Understanding)
Regular updates of external context from TL
(no training):
Structure, operational model, priorities and
focuses, KPIs (Russia BU)
Global PepsiCo Structure knowledge
Right governance & participation in the
functional tactical&operational forums
Onboarding (company overview)
Regular updates (no training):
Market trends
SSC trends
Functional trends
Priorities and focuses, KPIs of business
functions
Right governance & participation in the
functional strategic forums
Global PepsiCo Structure
Mass roles/ Specialists
PepsiCo products
Understand: priorities and
focuses, KPIs of business
functions
PepsiCo RBS IT systems
Function specific IT systems
Structure, operational model,
(Russia BU)
Understand how your job
influences final company result

17.

RBS Foundational skills
Skill
TL
Managers/ Experts
Mass roles/ Specialists
Process
management
(Performance
Tracking, LSS
methodology)
KSM principals
Understand E2E approach in responsible
area
Know LSS methodology:
Problem solving tools (kaizen
sessions; root cause; fish bone etc)
Value added analysis (training)
SIPOC tool ( inputs/ outputs in E2E)
DTP (know how)
Performance metrics knowledge
Understand E2E approach in responsible
area
Know LSS methodology:
Problem solving tools (kaizen
sessions; root cause; fish bone etc)
Value added analysis (training)
SIPOC tool ( inputs/ outputs in E2E)
Use/maintain DTP (know how)
Performance metrics knowledge
Understand E2E approach and
your E2E process
Lean perform
(Service
transformation)
To be a Lean Sponsor – monitoring the status
of major initiatives in the team (PM regular
Overview), participates in the decision, support
and mentoring if needed
Lean Champion
Know key tools and use them in
practice
TIMWOODS
Huddle Board + Huddle
VOC
Logic Tree
Gemba
Idea Portal
Skill matrix
DTP / MIFA
PEX communication
scheme
Know key LEAN Perform tools
Know and use 6 elements of Lean Style
Leadership (next slide)
BUILDING THE CULTURE OF CONTINUOUS
IMPROVEMENT - Promote and inspire LP
agenda as mandatory /must have
Know key tools and use them in practice
Educate new commers and support LEAN
knowledge in team
Execute maturity assessment (know
framework)
Know & use SIPOC
Know & use Kaizen session
Manage flexible team workload
Know & use Project management PDCA
Manage Lean champion schedule
Skill to identify opportunities of
regular process improvement
17

18.

RBS Foundational skills
Skill
TL
Managers/ Experts
Mass roles/ Specialists
Service
Culture
(Service
Operations,
GBS
Foundation
s)
Develop, manage, cascade to the teams:
Service catalogue definition. Different types of
services (employee services & business
services) (GBS Academy)
Service catalogue by Tower (links)
Service porfolio vizualization, portals, automation
Service quality surveys: GBS NWOW survey
approach/ results by RBS & Tower (links)
Service quality KPIs: Adoption KPIs: NPS, BRM,
Favorability scores descriptions. NPS, BRM
(links)
Governance : Stakeholders & customers forums
matrix, schedule by Tower (links)
Service Performance fundamental metrics:
Global metrics, RBS efficiency & effectiveness
KPIs. Satisfaction metrics.
Service Performance monitoring tools. RBS
performance tools, Tower performance tools
(links)
Develop and cascade to the teams:
Problem resolution/escalation RBS approach.
Problem resulution/escalation procedure by
Tower (link) by channels (links)
Self Service Approach Definition
Self-Services approaches by Tower
RBS Communication styles
Case scritps (links)
Articulate, Cascade to the teams:
Service catalogue definition. Different
types of services (employee services &
business services) (GBS Academy)
Service catalogue by Tower (links)
Service porfolio vizualization, portals,
automation
Service quality surveys: GBS NWOW
survey approach/ results by RBS & Tower
(links)
Service quality KPIs: Adoption KPIs: NPS,
BRM, Favorability scores descriptions.
NPS, BRM (links)
Governance : Stakeholders & customers
forums matrix, schedule by Tower (links)
Service Performance fundamental
metrics: Global metrics, RBS efficiency &
effectiveness KPIs. Satisfaction metrics.
Service Performance monitoring tools.
RBS performance tools, Tower
performance tools (links)
Problem resolution/escalation RBS
approach.
Problem resulution/escalation procedure
by Tower (link) by channels (links)
Self Service Approach Definition
Self-Services approaches by Tower
RBS Communication styles
Case scritps (links)
Understand:
Service catalogue definition. Different types
of services (employee services & business
services) (GBS Academy)
Service catalogue by Tower (links)
Service porfolio vizualization, portals,
automation
Service quality surveys: GBS NWOW
survey approach/ results by RBS & Tower
(links)
Service quality KPIs: Adoption KPIs: NPS,
BRM, Favorability scores descriptions. NPS,
BRM (links)
Governance : Stakeholders & customers
forums matrix, schedule by Tower (links)
Service Performance fundamental metrics:
Global metrics, RBS efficiency &
effectiveness KPIs. Satisfaction metrics.
Service Performance monitoring tools. RBS
performance tools, Tower performance tools
(links)
Problem resolution/escalation RBS
approach.
Problem resulution/escalation procedure by
Tower (link) by channels (links)
Self Service Approach Definition
Self-Services approaches by Tower
Demonstrate:
RBS Communication styles
Case scritps (links)
19

19.

Skill
TL
Managers/ Experts
Mass roles/ Specialists
Design
thinking
(same as
GBS)
Know and Use:
Design thinking definition
Design thinking principles
Design thinking steps
Design thinking tools
Know and Use:
Design thinking definition
Design thinking principles
Design thinking steps
Design thinking tools
Understand:
Design thinking definition
Design thinking principles
Design thinking steps
Use
Design thinking tools
Digital
Acumen
(same as
GBS)
Identify strategy priorities for digital
product in a tower
Leverage GBS and markets best
practices of digitalization
Know digital technology trends,
understand digital projects live cycle
Identify business benefits of digital projects
implementation
Articulate business requirements for new digital
products
Redesign business process due to digital technology
influence
Know digital technology trends
Understand digital projects live cycle
Know current relevant for job
scope existing tech solutions
Articulate business requirements
for new digital products
Define right solutions:
Advanced Excel (PQ, PBI)
Statistical analysis
Business intelligence and
reporting software
Testing digital products
Fully understanding a problem and solution domain:
The Business-Level: how the business work flows
operationally, analyzing the business process and
creating business process flow
The Software-Level: how the software system
supports the business workflows
The Information-Level: how data and information are
stored and maintained by an organization, including
data dictionary, data map, and system context
diagram
Diagnostic Analytics and Predictive Analytics
principals
Data Visualization training
Formulate insights
Executive summary skills
Data Visualization training
Formulate insights
Promote digital culture in the team
Business
Analytics
(Analytics &
Insights; Data
Visualization &
Storytelling)
External practice of modern Analytics & IT
solutions
Prescriptive Analytics insights
Executive summary skills
Data Visualization training
Formulate insights
20

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