Dikesh Gandhi

• Establish the business architecture foundation for the organization and influence uptake.
• Collect, build, and deliver organizational views and insights through various engagement activities.
• Provide leadership and direction to the team while overseeing critical deliverables.

Achievements:

• Gained proficiency in business architecture expertise in both theory and practice.
• Defined, designed, and implemented foundational aspects of Business Architecture for the CSIRO: service offering, value propositions, governance framework, engagement methodologies, support systems, and resources.
• Defined structure, metamodel, and data across core Business Architecture domains.
• Delivered value-adding insights that resulted in new opportunities while increasing Business Architecture awareness.
• Led internal activities to establish clarity and firm direction, e.g. Playbook, maturity assessment, tool evaluations.

• Represent the Finance Leadership team on oversight, support, and direction.
• Lead the training and improvement agenda for finance across the organization.
• Lead the Finance Shared Services of 40 staff: Accounts Payable, Vendor Maintenance, Accounts Receivable, Collections, Project Support, Contract Administration, and Customer Relationship Management.

Achievements:

Finance Shared Services:

• Established a strategic footprint in line with the Finance model and CSIRO’s strategy.
• An independent assessment reported the Support Centres as 'High' in maturity compared to industry benchmarks.
• Successful staff engagement and morale through structured performance management and development, the introduction of mentoring and shadowing programs, a cross-skilling agenda, and empowering staff participation across initiatives.
• Integrated two support centers to further enhance support delivery for research projects.
• Partnered with other business units to streamline CSIRO processes into the Support Centres – Online Sales Portal; Vendor Maintenance; Freight Reconciliation; Customer Relationship Management; Research Project Delivery Support Tasks; CSIRO Contractual Reporting Obligations (Senate Order for Murray Motion); and Expense Management System.
• Structured a business improvement program of work with 15 initiatives implemented during the initial years.
• Uplift in Support Centre profile across CSIRO, with continuous positive staff feedback from customers and stakeholders.

Broader partnerships:

• Introduced and led the Digital Finance program, resulting in the establishment of a Digital Finance roadmap and the proposed concept of 'Finance as a Digital Service,' which was taken further as an organizational strategy.
• Led the Finance Capability program to support the financial literacy strategy for CSIRO, including a successful implementation of an organization-wide Financial Literacy training program.
• Business Process Owner for the CSIRO SROM (Supporting Research Operating Model) program to support and deliver an organizational transformation on how research projects are managed and delivered.
• Established and successfully led the Finance PATI (Project, Assurance, Training, and Improvement) virtual team’s program of work to support both the SROM program and the Finance Model priorities. Within the initial year of establishment, 75% of Project Leaders across CSIRO were engaged, trained, and on-boarded into a new system.
• Led finance efforts towards the CSIRO Policy Reform Project during its initial stages; provided advice to the project team on governance matters, established an approach within finance, prioritized, and implemented a series of finance policies and procedures in collaboration with other business units.
• Championed the Knowledge Management agenda for CSIRO and Finance – introduced a Knowledge Portal for Research Project Leaders to support project delivery, advised CSIRO on international travel needs, implemented Finance Knowledge Management for the Finance business unit, resulting in positive uptake and a positive shift in knowledge culture, and more recently proposed a broader information management strategic direction to IT.
• Championed procurement and payment transformation for CSIRO, endorsed strategic direction, and delivered key initiatives (credit card awareness program, e-learning modules, new expense management system, enhancements to payment controls), while establishing a future roadmap to be prioritized and executed.
• Collaborated with the Business Development and Commercial Business Unit on future CRM (Customer Relationship Management) capabilities, including a review of customer master data rules and proposed support processes.

Internal advisory representation:

• CSIRO Policy Reform Project during its inception, providing guidance on framework formulation and approach.
• Intranet project on recommending design and direction for the organization's intranet.
• Audit (internal and external) activities across Finance, Procurement, Payments, and Accounts Receivable.
• IT search optimization project to review opportunities for future information search capabilities.
• Advisory to the IM&T Office 365 awareness and implementation across CSIRO.

External activities:

• SSON (Shared Services and Outsourcing Network - Global) 2016 Advisory Board Member.
• Member of the Shared Services Inter-Jurisdictional Forum [State-based Gov’t agencies].
• Advisory Board member of MMG Interactive – an independent organization delivering business engagement solutions.

• Represent the Administration Services Leadership Team on direction and oversight.
• Lead the Finance Support Centre of 45 staff, delivering support services across Accounts Payable, Accounts Receivable, Collections, and Contract Administration.

Achievements:

• A three-year term employment contract with the CSIRO was converted to a permanent offer within the first year.

Finance Support Centres:

• 2% improvement in service level performance between financial years.
• Accounts Payable process improvements resulted in a 3% increase in the visibility of future financial commitments for CSIRO.
• Established a program of work to address 65 legacy issues and quick win opportunities, including the automation of Foreign Payments to improve turnaround times for CSIRO staff.
• Introduced workflow management capability (JIRA) within the Support Centres, and was subsequently selected by CSIRO to be put forward to Atlassian as a success case study.
• Defined short term direction for the Support Centres with a focus on staff engagement - Provided role clarity, addressed legacy issues, introduced focus on HSE, stabilised teams.

Broader partnerships and contributions:

• Established ongoing relationships with key stakeholders, which addressed shared opportunities.
• Supported the Business System solution team in promoting the Atlassian suite of capabilities with other business units.
• Member of the CSIRO Business Unit Change Leaders (BUCL) group.
• Partnered with Strategic Procurement to implement periodic audits of Procurement transactions to meet Board and Audit Risk requirements.

External representation:

• Speaker at the 2015 Public Sector Transformation Forum.
• Represent CSIRO in the meeting on Whole of Government (WoG) Contestability and Efficiency requirements.
• Represent CSIRO and the CFO (when required) on Industry and Science Portfolio Corporate Services Committee matters.
• Represent CSIRO in Department of Finance activities across Procurement, Credit Cards, and Shared Services.
• Member of the Shared Services Inter-Jurisdictional Forum [State-based Gov’t agencies].

• Member of senior leadership in setting business strategy and driving performance against objectives for both the call center, as well as for the group-wide customer experience program.
• Leading the call center support functions: Quality, Business Improvement, Change, and Knowledge Management.

Achievements:

• Defined and implemented a business strategy for the call center, and contributed to setting and measuring the overall Virgin Australia Customer Experience strategy.
• Introduced and built Knowledge Management capability for Virgin Australia's contact center. This included business requirements, technical build, governance framework, and supporting operating model structure.
• Implemented a new quality management program with newly defined, measurable customer service standards.
• Contributed to improving Virgin Australia’s disruption-handling processes to bring about improved collaboration and process efficiencies in handling disruptions.
• Implemented improvements in Virgin Australia’s complaints management processes to reduce complaints.
• Worked with business partners to implement a structured change management framework for the contact center.
• Put in place a Business Improvement program of work, including initiatives demonstrating early, tangible benefits.
• Implemented changes to Virgin Australia’s telephony menu to bring about simplicity in the customer experience.
• Introduced a business process redesign program to address the contact center operating model and business practices.
• Contribution to broader contact center needs – budget, planning, complaints and escalations, business support.
• Notable improvements across customer experience results and business performance metrics for the call center.

• Drive the case for establishing knowledge management capabilities for the Australia Operations division of 4,000 staff, across five core business functions, and across geographical regions.
• Propose the strategic direction of knowledge management for both Australia operations and ANZ.

Achievements:

• Appointed to a newly created role based on my previous success with knowledge management in ANZ.
• Obtained endorsement to implement Knowledge Management across the entire Australia Operations division of 4,000 staff.
• Highlighted the strategic need to build an end-to-end customer process view across all ANZ customer-serving channels.
• Partnered with ANZ Group Technology and obtained endorsement of Knowledge Management at the enterprise level.
• Obtained commitment and funding from other ANZ divisions to implement capability – Australia branches, commercial, institutional, and ANZ New Zealand.
• Recognized as a Knowledge Management champion for Australia Operations and ANZ.
• Awarded as a top 15% performer across the entire ANZ group level.

• Lead a team of initially 15 to eventually 25 Quality Analysts in delivering an independent Quality Program across the ANZ Call Centre of 2,000 staff, servicing all ANZ Australia Retail Customer inquiries.

Achievements:

• Uplift in team staff engagement and productivity (30% team productivity improvement, with call targets consistently met at 100% since April 2009).
• Improved engagement and reporting activities across the business, resulting in a positive lift in business quality performance of 1% and a reduction in compliance incidents of 2%.
• Reduced call assessment disputes across ANZ Direct from 7% to less than 1%.
• Extended Quality program to new businesses, including establishing a Bangalore-based function.
• Introduced a continuous improvement model to drive improvements based on insights from the Quality program.
• Introduced a NICE technology solution that enabled 100% voice recording capability across ANZ Direct, with a centralized quality management system that extended to interaction analytic capabilities.
• Identified and endorsed a long-term strategic quality management program and framework for ANZ Direct.
• Partnered in the introduction of Experience Qualities Standards – a standardized repository of defined and measured conversation-based customer service expectations.

• Lead a team of Business Analysts to identify, analyze, propose, prioritize, implement, and realize benefits under a yearly program of work to meet cost tasks for the ANZ Call Centre of 2,000 staff.

Achievements:

• Introduced Knowledge Management capabilities for the ANZ Call Centre, including vendor selection, influenced business change, and subsequently embedded Knowledge Management into core business support programs through structured governance: Change Management, Quality Management, Risk Management, Training, and Induction Programs.
• Achieved cost, task, benefit realization of business improvement initiatives.

=> $1.7M for 2006/07 Financial Year (Target $1.5M).

=> $1.8M for 2007/08 Financial year (Target $1.7M).

• Introduced an ongoing box plot analysis model across the ANZ Call Centre to identify ongoing productivity opportunities.
• Stabilized team from historic shortfalls: engagement, productivity, and performance.

• Project management of bank-wide, medium-risk-based business change projects relevant across the broader, New Zealand-based ANZ National brand.

Achievements:

• Project Greenstone [LowDoc80] – Successful introduction of a Sub-Prime Lending policy across the National Bank.
• Nationwide Home Loans Project – Successful introduction of an emerging prime product and operating model into the ANZ National Bank Personal Mortgage environment.