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FDSeminar Meer doen met minder | 17 maart | BMW Group Belux

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Georges Geerkens (Head of Finance Business Operations Proximus)

De impact van “product life cycle management” op de financiële controle processsen.

Published in: Economy & Finance
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FDSeminar Meer doen met minder | 17 maart | BMW Group Belux

  1. 1. The impact of “product life cycle management” on the financial processes 17/03/2016 Georges Geerkens Head of Finance Business Operations Proximus 21 March 2016 Sensitivity: Confidential 1
  2. 2. 21 March 2016 Sensitivity: Unrestricted Proximus Group corporate presentation 2015
  3. 3. Proximus is a telecommunications company operating in the Belgian and international markets. We are the leading national provider of telephony, internet, television and network-based ICT services. Our high-quality interconnected fixed and mobile networks offer access anywhere and anytime to digital services and data, as well as to a broad offering of multimedia content. We are investing in future-proof networks and innovative solutions, creating the foundations for sustainable growth. We put the customer at the heart of everything we do. Our aim is to deliver the best customer experience and to simplify the customer journey by offering accessible and easy-to-use solutions. We contribute to the economic, social and environmental development of the society in which we operate. 21 March 2016 Sensitivity: Unrestricted 3
  4. 4. 21 March 2016 Sensitivity: Unrestricted 4 We constantly keep people in touch with the world so they can live better and work smarter
  5. 5. 5
  6. 6. 21 March 2016 Sensitivity: Unrestricted 6 Tango ScarletTelindus NL & LUX Proximus PLC under Belgian Public Law Enterprise Business Unit Consumer Business Unit Technology Customer Operations BICS PLC (Int’l Carrier Services) Corporate Affairs Finance HR Strategy & Transformation
  7. 7. 21 March 2016 Sensitivity: Unrestricted 7 Finance CFO Finance Business Partners (Controlling) Corporate Accounting TAX Treasury Procurement Internal Services Investor Relations
  8. 8. 21 March 2016 Sensitivity: Unrestricted 8 Corporate Accounting Finance Business Operations Group Accounting & Corporate Projects Pension Fund Accounts Payable Financial Systems Revenue Assurance Project Team Accounting Direct Margin Accounts Receivable
  9. 9. • Deliver a reliable and accurate financial information to each Business Segment up to direct margin (revenues, COGS) under IFRS and local GAAP with a clean audit opinion. • Ensure reliable monthly financials fulfilling corporate accounting requirements • Ensure an efficient and reliable receivables process Finance Business Operations/ Mission 21 March 2016 Sensitivity: Confidential 9
  10. 10. • Define the Revenue Assurance Strategy & Governance for the BGC Group in order to minimize all potential revenue losses and the risk of overspendings • Perform all the end-2-end controls on accuracy and financial completeness for billing & direct costs • Coordinate and guarantee correct implementation of financial requirements (internal control, tax-compliancy, accounting) in complex company-wide projects FBO/ Revenue Assurance 21 March 2016 Sensitivity: Confidential 10
  11. 11. The Revenue Assurance matrix organization 21 March 2016 Sensitivity: Confidential 11 Scarlet International Carrier Proximus Corporate Affairs – Internal Audit Internal Audit Technology Operational control Network (Assurance) IT - Data consistency & E2E Customer Operations Billing & Receivables Bill validation Rejections handling Collection Consumer P&S Enterprises Operational Excellence Wholesale Operational Excellence Finance RA Governance Bill validation Projects Today’s scope
  12. 12. Close to the business • Control the complete revenue cycle and direct cost. • Make sure that these revenues are correctly booked following the accounting standards and that the receivables are followed-up • To guarantee that all the new products and services that are launched are well controlled and processed in all Finance systems. FBO: Why we came to this organization 21 March 2016 Sensitivity: Confidential 12
  13. 13. • Too many products to follow in too many systems due to our convergent strategy, Telco (Fix & Mobile), TV & ICT. • By developing a new product, easy to get everybody on board, risk of overspending in control framework, if there is no take up afterwards • Continuous development of new products but there was no clear strategy to phase out old products & systems in the past, no clear ownership • New strong focus on efficient organization and simplification. • Need for a structured process & governance Why Product Life cycle Management became important for our processes 21 March 2016 Sensitivity: Confidential 13
  14. 14. Product Launch Process Methodology & Governance Methodology & Governance Product Lifecycle stages: 8 defined! 21/03/2016 Internal use only Slide 14 Customersinstalledbase Time Historically existing stages, without clear boundaries Product Life Cycle Methodology & Governance
  15. 15. • All departments involved in the discussion on the life cycle with a clear measurement and process. • Proposal from the core team working on this towards the simplicity board for action • Different actions following the phasing of the product • Fine tune the processes in case of a promoted sales, reporting's etc…., increase control levels • In case of e stop selling, decrease control levels, setup a plan for migrating customers, test plans for migrations of customers • Phase out of the product, to be able to stop all processes around • …………… Product Life cycle Management, officially installed, with clear governance reporting to our simplicity board 21 March 2016 Sensitivity: Confidential 15
  16. 16. • Is key to manage control processes and to incorporate new businesses and products with the existing staff. • It is important to keep a close view on the 20 % of the processes that generates 80% of the business. • At the same time you need to keep a view on how the rest is evolving because in a high volume business a small difference became huge due to the volume Product Life cycle Management is key for Revenue Assurance 21 March 2016 Sensitivity: Confidential 16
  17. 17. Thank you 21 March 2016 Sensitivity: Confidential 17 Georges Geerkens

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