Adrian Ryan, Head of Finance Transformation at Imperial Tobacco - Transformational Change - Why?


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Adrian Ryan, Head of Finance Transformation at Imperial Tobacco - Transformational Change - Why? spoke at the CFO Event UK 2014

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Adrian Ryan, Head of Finance Transformation at Imperial Tobacco - Transformational Change - Why?

  1. 1. Transformational Change – Why? ………………………………….......... Adrian Ryan Imperial Tobacco
  2. 2. Topic for today’s discussion Why is Transformation valuable? Recognising the pitfalls of Transformation Setting up for success
  3. 3. Why bother with Transformation when
  4. 4. Why bother with Transformation? Delivering Strategy Focus on Adding Value • Structuring operations to enable delivery of strategy • Changing Operating Model to deliver strategy • Upgrading capability • More analysis less admin • Leading tools and techniques • Leveraging specialism • Organising to focus on the business TSR Process Efficiency Cost to Serve • Best practise • Leveraging technology • Controls & Compliance • Streamline, standardise & Globalise • Leveraging automation • Integrated Business Services • Outsourcing • Streamline, standardise & Globalise
  5. 5. What is Transformation?
  6. 6. Why does Transformation fail?
  7. 7. Why does Transformation fail? Lack of right resources Wrong leader/driver Unskilled teams Part timers (“in addition to the day job”) Insufficient budget Antipathy to using external experts Using the wrong external experts
  8. 8. Why does Transformation fail? To many barriers to progress Lack of resource commitment Lack of Senior sponsorship Lack of Senior visibility (“Walk the walk) Turf wars Peer competition NIMBYism
  9. 9. Why does Transformation fail? Ill prepared for change resistance Lack of political will to change Insufficient reasons for change Poor communications Unprofessional change & engagement plan Treating staff as resources rather than people Treating staff as idiots
  10. 10. Why does Transformation fail? No priority for change Lack of resource commitment Lack of political will to change Poor leadership & sponsorship No link to long term strategy & goals No link to short term rewards No voice at the table (Board!)
  11. 11. Some common problem quotes What people say What it really means for change projects “We don’t need consultants We can do it ourselves” If that was true you would have done it already... To arrogant or fearful to get the right resources! False economy! “We don’t want to pay Consultants For RACI and process designs that will just sit on the shelf” Failure to understand that it is the process of designing that delivers the change rather than the documents themselves! And that the document are useful for systems design... “I don’t believe in Shared Services” Inward looking and unaware of best practise, likely to extend to other areas “OK I now believe in Shared Services but not outsourcing” It’s the same thing... Fear of losing control! Fear of being overcharged! Fear of thee unknown! “if the project is in conflict with the Business then the Business will win” Change will not happen without compromise and investment, sometimes in short term business results!
  12. 12. “Doing the same things over and over again and expecting different results” Albert Einstein’s definition of insanity
  13. 13. A programme for change Creating a programme for sustainable change requires  A definitive vision of what the future looks like and what it take to get there  Commitment of ALL decision makers and key influencers  Hard to argue with facts! Decisions require business cases, benefits tracking requires a baseline  Put a face on the programme and build the right team with sufficient budget  Roadmap with milestones, regular progress reviews  Sustainability plan – Change plan, Engagement, Communications plan, Continuous improvement plan, Benefits tracking protocols Setting the Vision Making it stick Winning the argument Programme for change Delivering the goods Getting the facts Resourcing the team
  14. 14. Further Questions?