Finance Vision 2020<br />Klaasjan Doeswijk<br />Liesbeth Bout<br />August 3, 2009<br />
Agenda<br />15:00 	Introduction<br />15:10	Finance Vision 2020<br />15:30	Workshop:  The impact of Finance Vision 2020 for...
Introduction Finance Vision 2020<br />The finance function is transforming rapidly under the influence of:<br />Emerging g...
4<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
We foresee 4 megatrends towards 2020<br />5<br />August 3, 2009<br /><ul><li>Say goodbye to blue, here is green
Balancing security and openness
Real and Virtual world
Drive for excellence and talent and stop mediocrity</li></ul>Controllers Insitituut Zomeracademie<br />
0 is about environmentally friendly and the exhausting of natural resources<br />6<br />August 3, 2009<br />Controllers In...
Finance Function Master plan 2020 from trends and drivers<br />7<br />August 3, 2009<br />0<br />What will you do as CFO t...
1 is about balancing security and openness<br />8<br />August 3, 2009<br />Controllers Insitituut Zomeracademie<br />Recor...
Finance Function Master plan 2020 from trends and drivers <br />9<br />August 3, 2009<br />1<br />What will you do as CFO ...
2 is about bringing the real and virtual world more together<br />August 3, 2009<br />Controllers Insitituut Zomeracademie...
Finance Function Master plan 2020 from trends and drivers<br />11<br />August 3, 2009<br />2<br />How will the ever increa...
Avoiding the 6- by having a drive for excellence and talent and stopping mediocrity<br />August 3, 2009<br />Controllers I...
Finance Function Master plan 2020 from trends and drivers <br />13<br />August 3, 2009<br />6-<br />Are you as CFO able to...
What do CFO’s think of what they will be doing in 2020<br />August 3, 2009<br />What’s not Cool<br />What’s Cool<br />Deci...
The CV of the CFO in 2020<br />August 3, 2009<br />Controllers Insitituut Zomeracademie<br />15<br />
How could the Finance Transformation journey towards 2020 look like?<br />16<br />August 3, 2009<br />Controllers Insititu...
Final thought …<br />17<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
Workshop : the impact of Finance Vision 2020 for you<br />Given the megatrends as discussed and<br />Knowing your company’...
Workshop: Break-outGroups<br />19<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
<ul><li>Duurzaamheid
Imago; uitdragen, zichtbaar maken (mgmt. rapportages)
Mileubewustzijnvs kosten
Maatschappelijke verslaglegging
One World
Risicomanagement; info beveiliging
Betrokken zijn (als FIN) bij uitvoering
Andere bronnen van informatie
Twee werelden
Thuisweken, files ontwijken, minder reizen
Virtuele wereld als kennisbank
Kennis delen
Geen middelmatigheid  focus op excellent
Inhuren specialisten</li></ul>Workshop: Report out break-outgroup 1<br />Maatschappelijke verslaglegging<br />Hoe duurzaam...
<ul><li>O: Duurzaam
maatschappelijk verantwoord
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Finance Vision 2020 - Summer Academy Controllers Institute

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Capgemini's Finance Vision 2020 presentation of Liesbeth Bout and Klaasjan Doeswijk for the Summer Academy session of the Dutch Controllers Institute, held on August 3, 2009/

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  • Strakke agenda, toegevoegde waarde zit in de interactiviteit
  • 2 minuten film over “the making of FinanceVision 2020”
  • 4 cijfers (beroepsdeformatie: “je bent controller of niet”) omvatten de 4 megatrends0  duurzaam/ groen1  1 world versus risico’s2  fysieke en virtual (digitaal/ techniek) willmerge6-  middelmatigheid stoppenWat zien we gebeuren? Impact op rol/ functie controller/ CFO?Verzameling perspectieven: geen gouden ei! Het gaat over nadenken/ zelfreflectie op de eigen organisatie
  • Milieueisen/-regelgeving nemen toe (uit vrijwilligheid komt het (nog) niet)  investeringen nemen toe
  • Terrorisme vs. Open grenzenOverload aaninformatie vs. Uitfilterenwatnodig is (information overload of filtering failure?)  rol controller/ CFO bij judgment zaltoenemenData security vs.Overalwillen en kunnenwerkenMeer of minder regelgeving? Hoop is minder, verwachting (KT) is meer (uitvrijwilligheidkomt het niet), over wat LT weergolfbewegingnaar minder
  • Er zullen meer processen geautomatiseerd gaan worden … moet met deze ‘black box’ om te gaan … auditen van ingaande en uitgaande stroom van managementinformatie zal toenemen
  • - Philips iPill- USB wine3D printingvoetballende robots alsopstartvoor robot die huishoudelijkwerk of verzorgende taken (i.h.k.v. Vergrijzing) gaanovernemen ... Wellichtzelfsresulterend in sex met robots daar het aantalalleenstaandenzaltoenemen!
  • Mobility of employees vs. retaining knowledge Talent vs. mediocrity -
  • CFO  CVO, het meer en meer over sturen op en creëren van WAARDE (meer focus op LT dan KT)!CFO (CVO) wordt meer sparringspartner (nieuw strategisch waardedenken) voor CEO
  • Finance Vision 2020 - Summer Academy Controllers Institute

    1. 1. Finance Vision 2020<br />Klaasjan Doeswijk<br />Liesbeth Bout<br />August 3, 2009<br />
    2. 2. Agenda<br />15:00 Introduction<br />15:10 Finance Vision 2020<br />15:30 Workshop: The impact of Finance Vision 2020 for you<br />16:00 Presentation of findings<br />16:30 Discussion<br />16:50 Wrap-up & Evaluation<br />17:00 Closing<br />2<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    3. 3. Introduction Finance Vision 2020<br />The finance function is transforming rapidly under the influence of:<br />Emerging global markets;<br />Advances in technology;<br />Changing socio-political landscape<br />Many of these developments will drive the way a CFO works and lives. What is the future role of the CFO in a changing environment?<br />We wanted to know and assembled creative thoughts of a diverse group of people.<br />The finance Vision elaborates on the future role of the CFO in a changing environment<br />From megatrends, towards the impact on your organization and your finance function.<br />The finance vision is a state of mind; raising questions on the future and about being prepared for the future<br />3<br />August 3, 2009<br />Controllers Insitituut Zomeracademie<br />Today is about sharing our thoughts with you on the future of Finance, about raising questions on your finance functions and discussing the future of Finance!<br />
    4. 4. 4<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    5. 5. We foresee 4 megatrends towards 2020<br />5<br />August 3, 2009<br /><ul><li>Say goodbye to blue, here is green
    6. 6. Balancing security and openness
    7. 7. Real and Virtual world
    8. 8. Drive for excellence and talent and stop mediocrity</li></ul>Controllers Insitituut Zomeracademie<br />
    9. 9. 0 is about environmentally friendly and the exhausting of natural resources<br />6<br />August 3, 2009<br />Controllers Insitituut Zomeracademie<br />
    10. 10. Finance Function Master plan 2020 from trends and drivers<br />7<br />August 3, 2009<br />0<br />What will you do as CFO to commit to the 3 times 20% objective by 2020 meaning 20% less energy consumption, 20% less CO2 and 20% share of renewable energy?<br />Controllers Insitituut Zomeracademie<br />
    11. 11. 1 is about balancing security and openness<br />8<br />August 3, 2009<br />Controllers Insitituut Zomeracademie<br />Records Management<br />
    12. 12. Finance Function Master plan 2020 from trends and drivers <br />9<br />August 3, 2009<br />1<br />What will you do as CFO to balance our desire for openness and our fears of terrorism, extremism and other threats to our security? BCM in place?<br />Controllers Insitituut Zomeracademie<br />Balancing security and openness<br />
    13. 13. 2 is about bringing the real and virtual world more together<br />August 3, 2009<br />Controllers Insitituut Zomeracademie<br />10<br />
    14. 14. Finance Function Master plan 2020 from trends and drivers<br />11<br />August 3, 2009<br />2<br />How will the ever increasing influence of internet and the introduction of the Virtual Personal Assistant (VPA) that connects the physical with the virtual world impact<br />on you as CFO?<br />Controllers Insitituut Zomeracademie<br />Bringing the real and virtual world more together<br />
    15. 15. Avoiding the 6- by having a drive for excellence and talent and stopping mediocrity<br />August 3, 2009<br />Controllers Insitituut Zomeracademie<br />12<br />
    16. 16. Finance Function Master plan 2020 from trends and drivers <br />13<br />August 3, 2009<br />6-<br />Are you as CFO able to attract and retain the most talented, experienced and skilled people in this highly mobile world full of demographic shifts? <br />Controllers Insitituut Zomeracademie<br />
    17. 17. What do CFO’s think of what they will be doing in 2020<br />August 3, 2009<br />What’s not Cool<br />What’s Cool<br />Decision maker at the forefront, to be perceived as a Chief Value Officer who can contribute to the strategic debate <br />Focus on people management, value, risks, integrity, growth, innovation and on external challenges<br />Daily activities include checking the dashboard, ensuring compliance, inspiring and coaching people in the team, judgement and managing external relations with shareholders and investors <br />The CFO's team consists of diverse people from different nationalities and cultural backgrounds<br />His KPIs are no longer solely measured in Euros. Other KPIs include reputation and company image, corporate social impact, financial performance and employer value.<br />It is not cool to perform routine tasks; these will be automated.<br />To work long hours in a fixed working environment.<br />Excessive travel times<br />Explaining (new) accounting rules to shareholders<br />Being overloaded with information.<br />Controllers Insitituut Zomeracademie<br />14<br />
    18. 18. The CV of the CFO in 2020<br />August 3, 2009<br />Controllers Insitituut Zomeracademie<br />15<br />
    19. 19. How could the Finance Transformation journey towards 2020 look like?<br />16<br />August 3, 2009<br />Controllers Insitituut Zomeracademie<br />
    20. 20. Final thought …<br />17<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    21. 21. Workshop : the impact of Finance Vision 2020 for you<br />Given the megatrends as discussed and<br />Knowing your company’s long term strategy<br />Using your own ideas, thoughts and opinions ...<br />We have four groups, each formed per branch<br />List those impacts, have them discussed and prepare for a report out on a flip-over (5 min.)<br />The overall time for this assignment is 30 minutes.<br />(*) think off scope of work, place of work, way of working, required competences, etcetera.<br />18<br />August 3, 2009<br />Controllers Insitituut Zomeracademie<br />What will be the impacts* of Finance Vision 2020 in your own finance organization?<br />
    22. 22. Workshop: Break-outGroups<br />19<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    23. 23. <ul><li>Duurzaamheid
    24. 24. Imago; uitdragen, zichtbaar maken (mgmt. rapportages)
    25. 25. Mileubewustzijnvs kosten
    26. 26. Maatschappelijke verslaglegging
    27. 27. One World
    28. 28. Risicomanagement; info beveiliging
    29. 29. Betrokken zijn (als FIN) bij uitvoering
    30. 30. Andere bronnen van informatie
    31. 31. Twee werelden
    32. 32. Thuisweken, files ontwijken, minder reizen
    33. 33. Virtuele wereld als kennisbank
    34. 34. Kennis delen
    35. 35. Geen middelmatigheid  focus op excellent
    36. 36. Inhuren specialisten</li></ul>Workshop: Report out break-outgroup 1<br />Maatschappelijke verslaglegging<br />Hoe duurzaamheid zichtbaar te maken?<br />Risicomanagement/ beveiliging belangrijker<br />Nieuwe informatiebronnen/ meer toegang tot informatie<br />Meer van afstand werken<br />Standaardisatie/ operationalexcellence<br />Vertaling bedrijfsprocessen  financiën belangrijker<br />Het werk van een CFO wordt breder  leuker!<br />“Je mag je overal tegenaan bemoeien!”<br />Wel zorgen dat je financieel niet uit de bocht vliegt, boekhouden blijft key (hoe worden de cijfers van onder af aan opgebouwd?)<br />Het werk van CFO wordtbreder, dusleuker! Je mag je overaltegenaanbemoeien!<br />20<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    37. 37. <ul><li>O: Duurzaam
    38. 38. maatschappelijk verantwoord
    39. 39. Produkten
    40. 40. 1:_
    41. 41. 2: Management Info  real time/ online
    42. 42. 6-: Liever klein blijven met minder maar wel met goede mensen</li></ul>Workshop: Report out break-outgroup 2<br />Duurzaamheid/ MVO wordt belangrijk<br />Groene produkten … ook in bancaire sector?<br />Information<br />Real time rapportages zullen toenemen<br />Standaard rapportage daardoor afnemen<br />6-  moet je altijd groter willen groeien? Of juist kleiner willen blijven in het belang van het bedrijf/ behouden van mensen?<br />21<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    43. 43. Centralisatie van functies<br />Globalisering<br />Milieu gedreven beslissingen<br />Uitbreiding regelgeving<br />Centrale rol CFO<br />Workshop: Report out break-outgroup 3<br />Centralisatie van functies (waaronder financiële functie) neemt toe<br />Globalisering neemt toe<br />Meer milieu gedreven beslissingen:<br />Nu productie over de wereld verspreid  centraliseren?  impact op/ van transportkosten?<br />Uitbreiding regelgeving<br />Centrale rol CFO (centraal in organisatie):<br />Financiële functie wordt slanker en centraler<br /># lokale CFO’s/ FD’s zal afnemen<br />CFO meer betrokken bij visionair/ strategisch beleid (meer centraal i.p.v. decentraal)<br />Krijgt grotere rol in andere processen (bijv. logistiek/ planning)<br />Minder financieel specifiek/ breder ingezet met focus op finance<br />22<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    44. 44. 6-<br /><ul><li>Onderscheidend (top)vermogen wordt steeds belangrijker; hoe (internationaal) talent recruitment (incl. retaining) te faciliteren?
    45. 45. Operationalexcellence risico’s (doorslaan ambities/ ongebreidelde gretigheid)  CFO rol vraagt/ eist meer procesbesturing/ beheersmaatregelen
    46. 46. Soft skills (CFO) worden belangrijker
    47. 47. CFO acteert meer discipline overstijgend
    48. 48. Financiële functie krijgt belangrijke ‘filter functie’ rondom ‘leading indicators’</li></ul>Workshop: Report out break-outgroup 4<br />Je moet onderscheidend zijn om bij de top te blijven horen<br />Operationalexcellence om bij top te blijven<br />CFO bewaakt (procesbesturing/ -bewaking) doorslaan ambities/ doorslaan in gretigheid<br />Hoe (internationaal) talent aan te trekken (en lokaal te laten werken of kennis af te tappen)  meer faciliteren i.p.v. binnenhalen<br />CFO moet denken/ acteren in disciplineoverstijgende zaken<br />Indicatoren vaststellen voor rapportage<br />Softskills (overtuigen/ argumenteren) worden belangrijker  minder toekomst voor teruggetrokken boekhouders!<br />23<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    49. 49. Evaluatie:Wat was het meest opvallend? Wat neem je mee naar huis?<br />Ontwikkeling regelgeving<br />Risk Management in ‘One World’<br />Toenemende milieudruk (kosten/ regelgeving/ vestigingsplaatsdiscussie) op bedrijfsleven<br />4 trends en de doorvertaling<br />Toenemende belangrijkheid milieu/ duurzaamheid<br />4 trends (deels al gaande) maar m.n. de doorvertaling op de CFO functie<br />Praktisch/ handvat om discussies te hebben met klanten<br />6- wat afgezaagd, kan ik niets mee<br />Hoe de samenwerking over disciplines vorm te geven?<br />Discussie over welke CFO skills nodig zijn<br />Discussie over verschillende rollen als controller en wat nodig om die rol op te pakken<br />Toename milieugedreven beslissingen; dichterbij dan op 1e moment gedacht<br />6- als handvat voor excellereren<br />Er moet een herdefinitie voor groei komen<br />Verbazing of angst voor toename regelgeving<br />Discussie over verdwijnen van controllersfunctie; aardig om eens verder over na te denken<br />Schema 4 trends aardig; discussie met elkaar over hoe alles op elkaar inspeelt waardevol<br />Discussie over impact trends op jezelf/ je eigen rol/ functioneren<br />24<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    50. 50. Appendix<br />August 3, 2009<br />
    51. 51. Capgemini CEA v7.24<br />Increasing globalization<br />Growing world population<br /><ul><li>Higher complexity and diversity of markets
    52. 52. New players and business models in the market
    53. 53. New forms of international industrial collaboration
    54. 54. Global convergence of cost structures
    55. 55. New competitors and substitutes for services and products
    56. 56. Increased urbanization creates new metropolises
    57. 57. Access to new workforce reservoirs
    58. 58. Migration leads to social, religious and ethic diversity of employees
    59. 59. Geographical shift of markets
    60. 60. Shift in relevance of products and services</li></ul>Global Trends2020<br />Socio-economic mega-trends will change global environment impacting business models of companies<br />Global mega-trends 2020<br />Growing know-how and technology<br />Virtual world and work methods<br /><ul><li>Shorter technology cycles posing higher demands on education and continuous learning
    61. 61. Increased ‘war for talents’
    62. 62. Innovative technology allowing for higher transparency and increases information
    63. 63. Stronger influence of society by economy
    64. 64. Innovative collaboration-/ communication methods
    65. 65. New markets are opened, more customers can be reached
    66. 66. Need for new mobility concepts and adjusted business models
    67. 67. New requirements on employee’s skills</li></ul>Growing environmental & health <br />awareness<br /><ul><li>Increasing social responsibility
    68. 68. Need for CO²-neutral processes, products and investments
    69. 69. Ageing of the working population
    70. 70. Increasing focus on health and wellness</li></ul> Source: Capgemini Consulting: Finance Vision Workshop 8th and 9th September 2008 <br />26<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    71. 71. Finally, future finance organizations will be effected and have to react on increased complexity and need of improved transparency<br />Impact of global trends – Finance 2020<br />Challenges for finance organizations<br /><ul><li>Management of a highly globalized finance organization
    72. 72. Provision of structured information to create transparency for a global and complex organization
    73. 73. Increase in importance of external information and external stakeholders
    74. 74. Broadened value spectrum e.g. including environmental aspects
    75. 75. Stronger integration of the finance organization as a value advisor
    76. 76. Increased importance of risk and control aspects in a volatile and changing environment
    77. 77. Increased support for the assessment of innovations
    78. 78. Need for continuous change and adaptation
    79. 79. Recruitment, development and retention of highly qualified employees </li></ul>Influence of global trends on the finance organization<br />Increasing globalization<br />Growing world population<br />Current<br />finance organization<br />Changing knowledge<br />Virtual world and work methods<br />Growing environmental & health <br />awareness<br />= Strong impact on finance organizations<br />= No impact on finance organizations<br /> Source: Capgemini Consulting: Finance Vision Workshop 8th and 9th September 2008 <br />27<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    80. 80. Increasing focus<br />Sustain<br />Predict<br />Build<br />Create<br />Scorekeeper<br /><ul><li>Monitors performance versus targets
    81. 81. Challenges transactions and reporting as required
    82. 82. Ensures compliance with regulatory and financial reporting standards</li></ul>Business Partner<br /><ul><li>+ identifies opportunities to enhance financial and business outcomes
    83. 83. + Identifies areas & ways to improve financial outcome can be improved
    84. 84. + shapes decision to ensure alignment between business & shareholder expectations</li></ul>Business Partner/Catalyst<br /><ul><li>+ shapes decision to optimum business and financial outcomes
    85. 85. Releases value in other functions
    86. 86. CFO behaviour will be closely scrutinised and they should set a good example to the organisation
    87. 87. The best CFOs lead from the front, championing corporate vision and stimulating organisational behaviour to achieve objectives</li></ul>Steward<br /><ul><li>Ensures KPIs are appropriate and linked to business objectives
    88. 88. Set direction and guide the business to achieve strong financial performance
    89. 89. Actively identify areas of risk and concern
    90. 90. Provides information to enable decisions
    91. 91. Ensures balance between delivery of short, medium and long terms objectives</li></ul>Custodian<br /><ul><li>Acts as custodian of shareholder assets
    92. 92. Prevents activities that create unacceptable financial risk
    93. 93. Contorls the cross business cost agenda
    94. 94. Monitors application of controls across the business</li></ul>Advisor/Business Partner<br /><ul><li>Advises on the financial impact of decisions as a member of the top team</li></ul>Custodian/Scorekeeper/Steward<br /><ul><li>Promotes control framework and application of controls across the business</li></ul>Custodian/Scorekeeper/Steward<br /><ul><li>Creates & monitors frameworks to ensure accurate accounting & financial probity</li></ul>Advisor/Business Partner<br /><ul><li>+ shapes decision to ensure alignment between business & shareholder expectations</li></ul>Operator<br /><ul><li>Runs the finance function
    95. 95. Ensures financial accounting and reporting are fulfilled effectively and efficiently</li></ul>Operator + Integrator<br /><ul><li>Operates & integrates cross functionall perspectives
    96. 96. Uses fiinancial acumen to balance competing interests</li></ul>Operator + Talent Manager<br /><ul><li>Talent Manager - recognises, recruits, retains and develops finance talent
    97. 97. Builds capability throughout finance</li></ul>Operator<br /><ul><li>Manages forecasting & budgeting activity
    98. 98. Ensure all KPI’s aligned top down and across the business</li></ul>Investor Relations Manager<br /><ul><li>Ensures accurate reporting and integrity of shareholder reporting</li></ul>Investor Relations Manager<br /><ul><li>Identifies and releases value from partner/shareholder/alliance relationships</li></ul>Investor Relations Manager<br /><ul><li>Ensures delivery against forecast
    99. 99. Actively manages shareholder/partner perceptions</li></ul>Investor Relations Manager<br /><ul><li>Maximises value by setting out clear financial agenda and ensuring delivery against expectations</li></ul>Strategist<br /><ul><li>Provides input to corporate strategy development and long term target setting
    100. 100. Highlights financial considerations of business strategy</li></ul>Strategist<br /><ul><li>+ highlights areas where corrective action required to achieve shareholder and business goals</li></ul>Strategist<br /><ul><li>+ identifies alternatives to deliver stronger financial and business outcomes</li></ul>Strategist<br /><ul><li>+ truly understand their industry
    101. 101. + business & financial input
    102. 102. best possible outcome across the business</li></ul>28<br />Controllers Insitituut Zomeracademie<br />Role Model<br /><ul><li>Model of sound financial judgement</li></ul>Role Model<br /><ul><li>+ critical friend</li></ul>Role Model<br /><ul><li>+ trusted advisor</li></ul>Role Model<br /><ul><li>+ champion of the corporate vision</li></ul>August 3, 2009<br />Role of the CFO – best practice<br />
    103. 103. Dynamic organization including<br /><ul><li>Value Office
    104. 104. Control and Risk Office
    105. 105. Support Office
    106. 106. Transformation Office</li></ul>in order to pro-actively meet future challenges<br />The strategic advantage of the CFO organization in 2020 will be reached through flexible and highly qualified people<br />The future CFO will become a value partner covering all dimensions of the company<br />People<br />Organization<br />CFO<br />perspective<br />A global and harmonized IT landscape is the backbone for the future organization<br />“Industrialized” processes will generate the requested internal and external services<br /> Services<br />&<br />Processes<br />IT<br />Data & information<br />The CFO acts asdata & information architectdefining and securing consistent finance-relevant data infrastructure<br /> Source: Capgemini Consulting: Finance Vision Workshop 8th and 9th September 2008 <br />29<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    107. 107. The future CFO will adapt the financial organization in order to pro-actively meet the pending challenges<br />Value Partner<br />Mandatory function<br />Transaction factory<br />Organization – Finance 2020<br />CFO organization<br />Value Office<br />Integrated manager of corporate values in an holistic way<br />Control and Risk Office<br />Sovereign functions and risk management<br />Strategic impact<br />Support Office<br />Offers “industrialized” services<br />Transformation Office<br />Internal driver for change to allow for constant adaptation and progressive evolution towards high efficiency and effectiveness<br />Operational impact<br /> Source: Capgemini Consulting: Finance Vision Workshop 8th and 9th September 2008 <br />30<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    108. 108. The CFO organization offers all its service within a distinct set of roles in order to allow for an optimized interaction with the business<br />Service Portfolio – Finance 2020<br />Support office<br />Control and risk office<br />Value office<br />Character of service offering<br /><ul><li>Risk management on business level
    109. 109. Financial risks
    110. 110. Business risks
    111. 111. Environmental risks
    112. 112. Financial advisory
    113. 113. Value management
    114. 114. Forward visibility
    115. 115. Financial advisory
    116. 116. Mergers and acquisitions
    117. 117. Investor management
    118. 118. Ext. stakeholder management</li></ul>Value<br />partner<br /><ul><li>Corporate guideline, standards, methods
    119. 119. Information architecture
    120. 120. Corporate governance and legal requirements
    121. 121. Sustainability policy
    122. 122. Group accounting / controlling
    123. 123. Information management
    124. 124. Treasury
    125. 125. Investment / initiative Controlling
    126. 126. “Green” controlling</li></ul>Sovereign <br />function<br /><ul><li>Accounting
    127. 127. Standard controlling services
    128. 128. Intercompany accounting
    129. 129. Cash management / cash pooling
    130. 130. CO2-accounting</li></ul>Transaction<br /> factory<br />Transformation Office<br /><ul><li>Change management
    131. 131. Business case / benefits tracking
    132. 132. Program office
    133. 133. Plan / design / build
    134. 134. Continuous improvement programs
    135. 135. Potentially new function / Service within the CFO Organisation</li></ul>31<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    136. 136. Within the global CFO organization financial data travels along the globally standardized process stream in real time <br />Process and data – Finance 2020<br />Data<br />Focus on quality<br /><ul><li>Concentration on value adding activities
    137. 137. Harmonization of coordination instruments and data pool</li></ul>One “language” in the finance organization:<br /><ul><li>Data travels along global process stream in real time
    138. 138. Standardized processes and internationally harmonized data pool
    139. 139. Transparency concerning sources, quality and availability of data
    140. 140. Enhanced quality and reduced coordination costs</li></ul>Value office<br />Control and risk office<br />Transformation office<br />Support office<br />Industrialization of the business process<br />Focus on costs, quality and speed<br /><ul><li>Economies of scale
    141. 141. Labour arbitrage
    142. 142. Specialization, standardization and automation</li></ul>32<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    143. 143. The relevant HR processes to support the organizational transformation allow for better employee fit, higher job satisfaction & better performance<br />People – Finance 2020<br />Basic profile<br />Career model<br />Staff development<br />Incentives & retention<br />Recruiting & staffing<br />Value office<br />“Accelerating incentive”<br />“MBA” profile<br />Focused selection<br />Building global leaders<br />Cross functional development programs<br />Support office<br />“Accountant” and/or “Controller” profile<br />Standardized contracts<br />“Training on the job”<br />Building old-hand experts<br />“Mass” -recruiting<br />33<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    144. 144. The future CFO takes over different roles within the organization<br />The CFO – Finance 2020<br />Global Information Architect & Broker<br />The CFO ensures full awareness of internal and external perception and information<br />Chief Value Officer<br />The CFO acts as CVO - responsible that value is managed and measured at desired levels throughout the company and its network<br /><ul><li>Act as value officer in various financial and non-financial dimensions
    145. 145. Drive innovation and performance to foster value for all stakeholders
    146. 146. Provide world-wide business-tailored information
    147. 147. Extensive use of IT architecture as backbone of data & information network</li></ul>CFO<br /> True Leader<br /> The CFO guides the entire CFO organization according to one conjoint vision<br />Ambassador of and to <br />Capital Markets<br />The CFO actively mediates the mutual demands between the capital markets and the company<br /><ul><li>Lead finance-relevant aspects inside the whole organization
    148. 148. Commit the CFO organization to a unifying mission globally and across cultures
    149. 149. Mediate the financial world and the executive board
    150. 150. Manage the portfolio of investors
    151. 151. Watch out for business and financial risks</li></ul>The CFO stands for the financial vision of the company and communicates this inside and outside the CFO organization.<br />34<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    152. 152. In order to achieve this Finance Transformation the CFO needs to operate into two strategic directions<br />The strategic directions of the Finance Transformation<br />Value adding services that elaborate or enhance the competitiveness of the core business<br />“Being better”<br />Value office<br />Strengthen the finance function and competitive position <br />Support office<br />Focusing transaction services on increasing efficiency and effectiveness “industrialization”<br />“Being cheaper”<br />35<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    153. 153. The strategic directions are mutually reinforcing by becoming better in adding value and simultaneously getting better and more efficient<br />Finance Transformation targets <br />Target: Being better...<br />Target: Being cheaper...<br />... by providing highly specialized services customized to the specific requirements of the business<br />... become a “Value Partner"<br /><ul><li>Take part actively in strategic and operative decision making
    154. 154. Develop Finance strategy that supports business strategies
    155. 155. Provide forward oriented management information
    156. 156. Coach the business in solving complex problems
    157. 157. Extend the core competenciesof business units</li></ul>Study: over 70% of CFOs regard better <br />decision support as key driver for change1<br />... by providing highly standardized, high quality services, optimized for maximum transactional volume<br />... become a "Transaction Factory"<br />Study: over 60% of CFOs see the need <br />for better service quality and lower costs1<br /><ul><li>Push for industrialization
    158. 158. Adopt modern, harmonized processes and technologies
    159. 159. Maintain consistently high quality level, strive for continuous improvement
    160. 160. Generate new sourcesof revenue by servicing 3rd parties</li></ul> Source: Capgemini CFO Study with several large European companies<br />36<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    161. 161. A wide range of potential transformation tasks is necessary to perform a Finance Transformation<br />Potential transformation tasks<br />Organization<br />Data & Information<br />IT<br />People<br />Services & Processes<br />Value Office<br /><ul><li>establish Business Partner model andconsulting model
    162. 162. build competence centers, transform individual know-how to organizational intelligence
    163. 163. establish leadership to manage decentralized / virtual network
    164. 164. define necessary people portfolio
    165. 165. free talents and recruit your vision
    166. 166. energize and develop people
    167. 167. improve leadership skills
    168. 168. offer business partner and consulting services (project)
    169. 169. value management beyond value based management (e.g. intangible assets, sustainability, “green”)
    170. 170. implement processes to secure better forward visibility
    171. 171. elaborate external and intangible data & information
    172. 172. develop future oriented information models to determine customer trends along the value chain
    173. 173. provide simulation analytical reports (e.g. neural networks)
    174. 174. implement finance portal to support business partner and consulting model
    175. 175. implement flexible tools for business modeling and simulation
    176. 176. implement tools for operational research(external information)</li></ul>Support Office<br /><ul><li>establish workforce management
    177. 177. implement retention management
    178. 178. offer standardized training packages- accounting / controlling- process- application
    179. 179. implement network of business support centers- by geography- by service- by business unit
    180. 180. utilization of internal service provider(SLA )
    181. 181. split of sovereignty and service function
    182. 182. define standard set of data and information(information model)
    183. 183. implement methods, processes and systems to secure- consistency- reliability- transparency- availabilityof defined data and information
    184. 184. define standardized service portfolio allowing mass customization according to customer needs
    185. 185. set-up industrialized service delivery
    186. 186. implement a continuous improvement program
    187. 187. implement standardized ERP systems
    188. 188. implement standardized reporting and consolidationapplication
    189. 189. implement standardized planning / budgeting application</li></ul>37<br />Controllers Insitituut Zomeracademie<br />August 3, 2009<br />
    190. 190. Questions? Want to know more?<br />Check www.financevision2020.comorcall/ mail<br />LIESBETH BOUT<br />liesbeth.bout@capgemini.com<br />Tel. +31 (0)30 689 0388<br />KLAASJAN DOESWIJK<br />klaasjan.doeswijk@capgemini.com<br />Tel. +31 (0)30 689 7365<br />www.capgemini.com/consulting<br />Copyright © 2009 Capgemini. All rights reserved.<br />

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