FINANCE & PERFORMANCE MANAGEMENT
Reinforcing its strategic role and continuing to improve its efficiency in a changing environment
PERFORMANCE MANAGEMENT
Implement the strategy, analyze performance, support decision-making
- Adapt the steering model to changes in the business model and organization
- Build an overall vision of the enterprise's operational and financial performance
- Develop the cycle of forecasts and capitalize on predictive analytics to meet the challenges of having to think ahead and be responsive
- Make the data talk through digital dashboards facilitating data sharing and decision-making
- Capitalize on technological innovation to "reinvent" the ecosystem of the Finance IS and "rethink" working methods
REDESIGNING THE STEERING MODEL & STRATEGY OF THE FINANCE IS
Against a backdrop of developments in its business lines and organization, we assisted a CAC 40 industrial player in redesigning its steering model and Finance IS:
- Measurement of industrial performance
- Management of the contribution margin
- Cash management
- Impact of exchange rates and commodity prices
- Alignment of financial and management consolidations
We were involved from the design phase, through the monitoring of the implementation in the Finance IS (EPM and BI), to the appropriation by the internal teams.
IMPROVEMENT OF PROFITABILITY
Understand the value chain, allocate resources, construct the pricing
We develop an analysis of value, that cuts across the organization, to support strategic and operational decision-making.
Our approach integrates the business and Information System components in order to:
- Define a model per process and per activity as a supplement to cost accounting
- Highlight the levels of profitability based on product/customer segmentation
- Structure or develop the pricing policy
IMPLEMENTING AN ABC/M MODEL FOR ANALYZING AND REBILLING COSTS
A major services player called upon us to rethink its cost analysis framework and define the trajectory for developing the model for rebilling its services.
We designed the target framework, defined the trajectory for developing the rebilling model, helped with choosing the most suitable solution, and then managed the entire implementation and deployment with the business users.
EFFICIENCY OF THE FINANCE FUNCTION
Secure the fundamentals & innovate with the ways and means
The Finance function continues its quest for efficiency. Recent technological innovations (Robotization, Artificial Intelligence, ...) are providing major new levers for optimization and radically changing working methods.
We help the Finance function to optimize its value chain by:
- simplifying and aligning processes
- automating administrative tasks
- harmonizing repositories
- developing and rationalizing systems (ERP, EPM, BI)
- using collaborative methods and tools
SCOPING OF A CORE FINANCE MODEL AS A LEVER FOR RATIONALIZING THE GROUP'S ERP PLATFORMS
We helped this intermediate-sized company - which was going through a significant transformation – to define common guiding principles enabling it both to take greater advantage of its Finance IS, and to lay the groundwork for Group Finance commonality:
- Definition of the functional target and its guiding principles
- Assessment of the impact on the organization, business processes, and management applications
- Creation of the roadmap for the transformation of the Finance function
- Definition of the trajectory for ERP convergence
DEVELOPMENT OF SKILLS & WORKING METHODS
Integrate new knowledge & develop collaborative approaches
A major challenge for the Finance function is to invest in people and their capacity to adapt, so as to take advantage of an environment that is forever changing and greatly affected by major technological disruption.
We a
- Bring about changes to working methods by developing collaborative capabilities through the use of digital media
- Develop skills by incorporating new knowledge into them, and implement innovative learning models
- Facilitate the appropriation of transformations in business functions and organizations
DEFINING & IMPLEMENTING A FINANCE ACADEMY AND CREATING SPECIFIC TRAINING PROGRAMS
We provided assistance to the Finance and Human Resources departments of a major CAC 40 Group as part of the setting up of a worldwide Finance Academy.
So as to support the development of a Finance population numbering more than 6,000 employees with varying profiles and spread across over 130 countries, we:
- Defined the Academy's roadmap and organization
- Prepared and assisted with its launch
- Created an offering containing a mix of generic modules and specific ones
- Designed business line e-learning modules for Controlling
- Integrated training backgrounds into skills management
To find out more
Sylvane Peres-Labourdette, Valérie Frankiel, Laurent Carpentier and Emmanuel Lhopiteau, all partners, possess recognized and complementary know-how in performance management.