From Words To Actions:
lessons of transforming a traditional finance
department
Kirill Popadyuk
BAT Russia

Before: Efficiency, Control, And Service
efficiency
service
control

After: Efficiency, Control, And Service
efficiency
service
control

FSC: Yesterday, Today, And Beyond
1200
670
>45
450
25
91 FTE
9
81 FTE
78 FTE
yesterday today beyond

It’s A Worthy Game. But Looking Back...
89%
change management
59%
employee transfer
54%
implementation tactics
69%
adherence to deadlines
underestimated correctly estimated
Source: СSC Shares Services Roundtable, Lessons Learned 2005

QUESTIONS

FUNDAMENTALLY
RE-IMAGINING THE
CONCEPT OF FINANCE
SERVICE
THE PROCESS
ITSELF GIVES YOU THE
REQUIRED EXPERIENCE

YOU ARE
BOUND TO
MAKE A
MISTAKE
OR TWO

CRITICAL SUCCESS FACTORS

CRITICAL SUCCESS FACTORS

KEY TO
CREATING
MORE
SHAREHOLDER
VALUE

CRITICAL SUCCESS FACTORS

Know Your Stakeholders!

Our View Of Stakeholder Analysis
strongly affected
chief
general
accountants
directors
bookkeepers
senior
finance
accountants directors
internal heads of
weakly affected
clients neighbouring
of finance functions
department
strong influence weak influence

The Way We Discussed Structure

Motivating People In Times Of Change

CRITICAL SUCCESS FACTORS

Excellent Project Management Is The Key
% of completion
stabilisation
migration
selection
organisation
processes
time

Critical Project Management Achievement
managing migration
transition to
the new
model with
no business
disruption
managing risks

CRITICAL SUCCESS FACTORS

The Way We Saw Risk Management
high probability
lack of
change in
neighbouring
functions
sabotage
loss of
key internal
low probability
personnel control
breakdowns
low influence high influence

FORTUNE
FAVOURS
THE
BRAVE