The document discusses strategies for business and finance transformation at a consumer packaged goods company. It recommends leveraging SAP solutions to achieve integrated end-to-end business processes, gain insights from data analytics, streamline applications, and ensure strategic initiatives are aligned with business goals. Key focus areas include supply chain optimization, working capital management, consumer insights, mobility, and leveraging existing SAP investments to transform processes and systems.
Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.
How to Bring About Finance Transformation on Your Own TermsWorkday, Inc.
In this deck, experts from PwC and Workday explain how finance leaders can use automation, artificial intelligence, and analytical skills to help their teams adapt to rapid change.
Business Process Management Tools & Framework. By ex-DeloitteAurelien Domont, MBA
Document Downloadable at www.slidebooks.com | Download and Reuse Now Business Process Management Tools & Framework in Powerpoint | Created By ex-Deloitte Consultants.
Delivering Value with Financial Performance: Leading FP&A Practices of High-G...Proformative, Inc.
The FP&A organization along with the rest of finance is undergoing a transformation, with increasing responsibilities and their accompanying challenges, all of which have to be undertaken with limited resources. FP&A leaders, like their peers in other finance groups, are being asked to elevate their focus and extend their reach across the organization, while still delivering on traditional blocking and tackling activities. Hear from FP&A leaders who have created significant company value while navigating high growth business environments. Learn how best practices – on KPIs, planning cycles, rolling forecasts, and other techniques – have enabled high performance, both for their functions and for their overall business.
Speakers: Eileen Tobias, Sr. Director of FP&A, NetSuite
Eric Zimmerman, Manager of Financial Planning and Analysis, Infusionsoft
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 4
Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.
How to Bring About Finance Transformation on Your Own TermsWorkday, Inc.
In this deck, experts from PwC and Workday explain how finance leaders can use automation, artificial intelligence, and analytical skills to help their teams adapt to rapid change.
Business Process Management Tools & Framework. By ex-DeloitteAurelien Domont, MBA
Document Downloadable at www.slidebooks.com | Download and Reuse Now Business Process Management Tools & Framework in Powerpoint | Created By ex-Deloitte Consultants.
Delivering Value with Financial Performance: Leading FP&A Practices of High-G...Proformative, Inc.
The FP&A organization along with the rest of finance is undergoing a transformation, with increasing responsibilities and their accompanying challenges, all of which have to be undertaken with limited resources. FP&A leaders, like their peers in other finance groups, are being asked to elevate their focus and extend their reach across the organization, while still delivering on traditional blocking and tackling activities. Hear from FP&A leaders who have created significant company value while navigating high growth business environments. Learn how best practices – on KPIs, planning cycles, rolling forecasts, and other techniques – have enabled high performance, both for their functions and for their overall business.
Speakers: Eileen Tobias, Sr. Director of FP&A, NetSuite
Eric Zimmerman, Manager of Financial Planning and Analysis, Infusionsoft
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 4
Shared Services in Higher Education: Trends, Case Studies & Best PracticesChazey Partners
This presentation from Chazey Partners' CEO and Founder, Phil Searle, and North America Managing Director West, Chas Moore focuses on the increasing use and optimization of Shared Services by higher education organizations and how to truly engage this way of working to drive better performance and enhance the student experience. Through the review of trends and recent case studies, the unique obstacles faced by colleges and universities were identified and analyzed.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Proven Techniques for Optimizing Your Financial Planning & Analysis ProcessProformative, Inc.
In this session, you will learn best practices for optimizing the planning process including how to adopt a driver-based model, efficiently manage rolling forecasts, embrace “what if” scenario modeling and provide more meaningful reporting and analysis to impact decision making. You will gain insights from comprehensive industry research recently conducted with hundreds of financial professionals around the world in order to understand key industry trends and best practices that are working for leading edge organizations today. In addition to the research, subject matter experts will share numerous practical steps for improving performance management processes in your organization. You will come away with real-world methodologies to help you improve and shorten your budgeting process and will also enable better decision making and organizational alignment that will help you to optimize performance.
Speaker: Tony Ard, Director of Solutions Engineering, Axiom EPM
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 5
Best Practices in Financial Planning and Analysis | 2013 Business Analytics S...Cartegraph
Loras College is proud to present our annual Business Analytics Symposium on March 27, 2014 at the Grand River Center in Dubuque, IA. Industry experts will share their insights about the evolving field of business analytics opportunities. Learn about everything from best practices when analyzing data to the importance and benefits of building a culture of analytics within your organization.
To learn more, secure your seat or to take advantage of group discounts visit www.loras.edu/bigdata.
Strategic Planning Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Strategic Planning Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your Strategic Planning capability, and become the subject matter expert of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Deloitte SAP Finance Transformation AcceleratorJan Bultinck
Finance transformation is a double-edged sword. On one hand,
it can have a significant positive impact on business results.
But it can also require a considerable commitment of key talent
and resources for an extended period of time. That’s why no
organization takes finance transformation initiatives lightly. It’s
important to get them right
Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
The Transformation Office - A new organisational capability for the digital e...Rafael Lemaitre
In the digital economy, organisations will prosper or not largely based on their ability to transform to align with ever-changing market or societal dynamics. Transformation encompasses the adaptation of an organisation’s value proposition and business & operational model to the fundamental changes brought by global trends, digital technologies and increasingly demanding stakeholders needs and expectations. Transformation will become a must-have core capability for success, be that for commercial or governmental organisations: given the raft of upcoming challenges those that are Gulf-based have a pressing need here.
In this white paper we argue that instilling the capability requires the creation of a dedicated Transformation Office, responsible for driving complex, disruptive change initiatives that have a profound impact on both operational structures and the strategy of the organisation. We outline the required remit and key focus areas of a Transformation Office (led by a Chief Transformation
Officer) and how it differs from, yet works alongside, conventional Project Management or of Strategy Delivery Offices.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Align IT Strategy with Business StrategyMauly Chandra
Business Strategy & IT must go hand in hand. Aligning IT strategy with Business strategy enables leveraging IT for achieving strategic objectives like increase productivity, improve profitability, more"
https://www.forceintellect.com/2020/09/08/importance-aligning-it-strategy-business-strategy/
Reinventing the Record-to-Report Process for Worry-Free Governance, Risk & Co...Proformative, Inc.
Video & Slides: http://www.proformative.com/events/reinventing-record-report-process-worry-free-governance-risk-compliance
Statutory financial reporting and filing has experienced profound change of late. Unrelenting regulatory pressure, shortened deadlines, digital mandates, and accounting complexity make the Record-to-Report (R2R) process extremely expensive, inefficient, and fraught with risk for the Office of the CFO. This educational session will focus on highlighting the current state of the record-to-report process and understanding the expense impact of R2R on the bottom line. It will also show attendees how to identify critical R2R efficiency opportunities while minimizing risk across the financial close, compliance and disclosure management efforts. Lastly, attendees will learn best practices and things to avoid in the R2R process.
Speakers:
Mike Duderich, Finance Director, Americas R2R Operations, Unilever
Ken Fritz, Executive Vice President, Trintech
Presentation delivered at CFO Dimensions 2013 - www.cfodimensions.com
Track: Governance, Risk, Compliance | Session: 1
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
How to Make Data and Analytics Central to Your Finance Digital Transformation...Workday, Inc.
Data—you have tons of it, but are you making the most of it?
View this slide deck with KPMG and Coleman Worldwide to learn how you can take control of your data with Workday to safeguard the bottom line and understand opportunities for finance and IT to partner.
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
Companies that have set up ‘Global Business Services’
have significantly boosted their support functions
performance, optimizing the cost-quality trade off through
efficiency improvements and a clear shift towards a
strong and compelling value proposition to the business.
With this major transformation, Next Generation Shared
Services are well positioned to be considered full-fledged
partners of business operations, and not just providers of
services.
Best Practices in Creating a Strategic Finance FunctionFindWhitePapers
Many CFOs and the finance organizations they lead have started to take on new strategic roles within the enterprise. Their goal is to enforce stricter control processes to ensure legal and regulatory compliance, offer strategic insights into the internal and external business environment, and connect the business strategy with daily operations through performance tracking.
Best in Class Finance Transformation - Best Practices for the Finance FunctionProformative, Inc.
The evolution of the CFO role from controlling and reporting to strategy and support for the exec team now includes responsibility to deliver value for key stakeholders, such as investors. Top finance organizations are capable in multiple components of enterprise performance management (EPM), including strategic planning, execution, cost visibility, driver behavior, forecasting, planning, predictive analytics, ERM, and process productivity improverment (lean and Six Sigma). This workshop covers effective EPM frameworks, optimal organizational structure, talent management, leveraging technology to improve processes, and best practices for process change.
Speaker:
Birgit Starmanns, Senior Director, Solution Marketing, SAP
Presentation delivered at CFO Dimensions 2013
Workshop
Shared Services in Higher Education: Trends, Case Studies & Best PracticesChazey Partners
This presentation from Chazey Partners' CEO and Founder, Phil Searle, and North America Managing Director West, Chas Moore focuses on the increasing use and optimization of Shared Services by higher education organizations and how to truly engage this way of working to drive better performance and enhance the student experience. Through the review of trends and recent case studies, the unique obstacles faced by colleges and universities were identified and analyzed.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Proven Techniques for Optimizing Your Financial Planning & Analysis ProcessProformative, Inc.
In this session, you will learn best practices for optimizing the planning process including how to adopt a driver-based model, efficiently manage rolling forecasts, embrace “what if” scenario modeling and provide more meaningful reporting and analysis to impact decision making. You will gain insights from comprehensive industry research recently conducted with hundreds of financial professionals around the world in order to understand key industry trends and best practices that are working for leading edge organizations today. In addition to the research, subject matter experts will share numerous practical steps for improving performance management processes in your organization. You will come away with real-world methodologies to help you improve and shorten your budgeting process and will also enable better decision making and organizational alignment that will help you to optimize performance.
Speaker: Tony Ard, Director of Solutions Engineering, Axiom EPM
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 5
Best Practices in Financial Planning and Analysis | 2013 Business Analytics S...Cartegraph
Loras College is proud to present our annual Business Analytics Symposium on March 27, 2014 at the Grand River Center in Dubuque, IA. Industry experts will share their insights about the evolving field of business analytics opportunities. Learn about everything from best practices when analyzing data to the importance and benefits of building a culture of analytics within your organization.
To learn more, secure your seat or to take advantage of group discounts visit www.loras.edu/bigdata.
Strategic Planning Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Strategic Planning Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your Strategic Planning capability, and become the subject matter expert of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Deloitte SAP Finance Transformation AcceleratorJan Bultinck
Finance transformation is a double-edged sword. On one hand,
it can have a significant positive impact on business results.
But it can also require a considerable commitment of key talent
and resources for an extended period of time. That’s why no
organization takes finance transformation initiatives lightly. It’s
important to get them right
Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
The Transformation Office - A new organisational capability for the digital e...Rafael Lemaitre
In the digital economy, organisations will prosper or not largely based on their ability to transform to align with ever-changing market or societal dynamics. Transformation encompasses the adaptation of an organisation’s value proposition and business & operational model to the fundamental changes brought by global trends, digital technologies and increasingly demanding stakeholders needs and expectations. Transformation will become a must-have core capability for success, be that for commercial or governmental organisations: given the raft of upcoming challenges those that are Gulf-based have a pressing need here.
In this white paper we argue that instilling the capability requires the creation of a dedicated Transformation Office, responsible for driving complex, disruptive change initiatives that have a profound impact on both operational structures and the strategy of the organisation. We outline the required remit and key focus areas of a Transformation Office (led by a Chief Transformation
Officer) and how it differs from, yet works alongside, conventional Project Management or of Strategy Delivery Offices.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Align IT Strategy with Business StrategyMauly Chandra
Business Strategy & IT must go hand in hand. Aligning IT strategy with Business strategy enables leveraging IT for achieving strategic objectives like increase productivity, improve profitability, more"
https://www.forceintellect.com/2020/09/08/importance-aligning-it-strategy-business-strategy/
Reinventing the Record-to-Report Process for Worry-Free Governance, Risk & Co...Proformative, Inc.
Video & Slides: http://www.proformative.com/events/reinventing-record-report-process-worry-free-governance-risk-compliance
Statutory financial reporting and filing has experienced profound change of late. Unrelenting regulatory pressure, shortened deadlines, digital mandates, and accounting complexity make the Record-to-Report (R2R) process extremely expensive, inefficient, and fraught with risk for the Office of the CFO. This educational session will focus on highlighting the current state of the record-to-report process and understanding the expense impact of R2R on the bottom line. It will also show attendees how to identify critical R2R efficiency opportunities while minimizing risk across the financial close, compliance and disclosure management efforts. Lastly, attendees will learn best practices and things to avoid in the R2R process.
Speakers:
Mike Duderich, Finance Director, Americas R2R Operations, Unilever
Ken Fritz, Executive Vice President, Trintech
Presentation delivered at CFO Dimensions 2013 - www.cfodimensions.com
Track: Governance, Risk, Compliance | Session: 1
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
How to Make Data and Analytics Central to Your Finance Digital Transformation...Workday, Inc.
Data—you have tons of it, but are you making the most of it?
View this slide deck with KPMG and Coleman Worldwide to learn how you can take control of your data with Workday to safeguard the bottom line and understand opportunities for finance and IT to partner.
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
Companies that have set up ‘Global Business Services’
have significantly boosted their support functions
performance, optimizing the cost-quality trade off through
efficiency improvements and a clear shift towards a
strong and compelling value proposition to the business.
With this major transformation, Next Generation Shared
Services are well positioned to be considered full-fledged
partners of business operations, and not just providers of
services.
Best Practices in Creating a Strategic Finance FunctionFindWhitePapers
Many CFOs and the finance organizations they lead have started to take on new strategic roles within the enterprise. Their goal is to enforce stricter control processes to ensure legal and regulatory compliance, offer strategic insights into the internal and external business environment, and connect the business strategy with daily operations through performance tracking.
Best in Class Finance Transformation - Best Practices for the Finance FunctionProformative, Inc.
The evolution of the CFO role from controlling and reporting to strategy and support for the exec team now includes responsibility to deliver value for key stakeholders, such as investors. Top finance organizations are capable in multiple components of enterprise performance management (EPM), including strategic planning, execution, cost visibility, driver behavior, forecasting, planning, predictive analytics, ERM, and process productivity improverment (lean and Six Sigma). This workshop covers effective EPM frameworks, optimal organizational structure, talent management, leveraging technology to improve processes, and best practices for process change.
Speaker:
Birgit Starmanns, Senior Director, Solution Marketing, SAP
Presentation delivered at CFO Dimensions 2013
Workshop
Finance Vision 2020 presenation used for the launching of our book at the Finance Transformation Summit (organized by Alex van Groningen) on December 2, 2008
Building the Business Case for SAP HANAJohn Appleby
This presentation discusses an approach to building the business case for SAP HANA, including practical advice on getting a project live, fast.
This was first presented at the SAP Insider HANA 2015 conference in Las Vegas
Developing a Road Map and Business Case – Deloitte Sponsor SessionSAP Ariba
How do you structure your procurement transformation program to optimize benefits within a complex environment? Based on its experience with 300+ procurement technology projects, Deloitte shares insights and lessons learned in preparing for and delivering a procurement technology transformation program. Build the road map, underpin with the business case, and succeed in delivering change.
Procure to Pay Transformation.
--
Presentation originally made at the SMART Supply Chain Conference, June 2013. This transformation won the Award for Procurement Excellence.
The presentation is Copyright protected and is for information purposes only and may not be reproduced in any form without written permission of authors.
In this new Accenture Finance & Risk presentation we explore how our Regulatory Reporting Dashboard and offerings can help clients create greater efficiencies in their financial reporting process.
For more on regulatory reporting, view the presentation "User Defined Tools": accntu.re/2qAJBaO
For more information about Accenture Finance & Risk Practice, visit bit.ly/2j2JD6X
Booz Allen's U.S. Commercial Leader and Executive Vice President, Bill Phelps, recently released his list of 10 Cyber Priorities for Boards of Directors. As we peer into how business, technology, regulatory, and cyber threat realities are evolving in the coming year, here is a reference guide for board members to use in validating their company's cybersecurity approach.
In many modern major enterprises, financial controllership functions have been just that – functional. Generally focused on managing risk, they have included technical accounting and financial reporting support, the implementation and maintenance of accounting standards, the management, simplification and improvement of processes and the guardianship of internal controls. Insightful controllership provides an entirely new way of looking at financial controllership.
Do you have the right tools to measure your financial performance? Do you know what elements are necessary to guide your business? Based on last year's rave reviews, Autotask's own Chief Financial Officer, Vince Zumbo, will return to lay out the fundamentals of planning and monitoring your financials for success. Vince will be aided by Autotask Product Manager Joe Rourke who will demonstrate how you can apply what you've learned by leveraging Autotask to support your business' optimal financial health. This session is full of tips, templates and insights that are used by financial professionals today and can be used by organizations of all sizes.
[Presenters: Vince Zumbo & Patrick Burns, Autotask]
Best Practices in Implementing and Delivering Value from Your CPM SolutionsProformative, Inc.
View on Proformative: http://www.proformative.com/resources/presentation-best-practices-implementing-delivering-value-your-cpm-solutions
The CFO’s role has evolved from traditional reporting and controlling, to decision support and strategic execution. There is a growing expectation that the CFO will be a trusted adviser to the executive team, and will lead the Finance organization to embrace the role of business partner. This demanding transition has been driven by the desire to raise the bar and deliver value for investors and other key stakeholders.
In this best practice workshop, learn from seasoned Finance experts how best in class finance functions have used corporate performance management (CPM) as a foundation for driving these necessary changes, and for leading the finance organization into a new, value-added role.
In summary, in attending this workshop you will find:
* A roadmap for integrating strategic planning, operational planning, budgeting, and reporting into a complete CPM solution
* Operational readiness: How to tell if your Finance organization is up to the challenge
* How to leverage your existing CPM solution to enhance and improve finance operations processes
* Tips and traps for selecting the right CPM solution for your organization
* Bonus Material: Results of recent survey of 150+ companies experience with Rolling Forecast
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Workshop
Challenges and opportunities for the CFO function in a highly regulated global environment
The CFO must recognise the value of data submitted to the board of directors. Often the CFO is stuck using spreadsheets as a reporting solution rather than a technique for effective communications.
• Strategic Issues -how does the CFO fit in and interact with the Strategic Pillars of the organisation?
• Stakeholder management - employees, shareholders, regulators, customers -both existing and potential
• Change- and Vendor management - processes, people and policies
Improve Efficiency, Compliance and Productivity Through Finance Transformatio...Perficient, Inc.
The role of corporate finance in financial services firms has expanded as the demands for balancing growth, regulatory compliance and risk management increase. Firms must be able to improve visibility, insight and control over financial performance, and this can be done through technology-enabled transformation.
In this webinar, our expert discussed the strategic vision and components of finance transformation that will help your enterprise to identify gains in operational efficiency, improve forecasting and reporting, reduce risk, and optimize the strategic functions of the finance organization.
We covered:
-Demand and drivers for finance change
-Key components of the finance operating model
-Prioritization of value creation opportunities
-Approach for improving financial reporting processes
-Solution architecture to deliver meaningful insights to the business
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 65 - The Team Member and Guest Experience
Business Transformation - Finance Transformation using SAP Solutions
1. Business Transformation - Finance Transformation
Leveraging SAP Solutions
Venu Kumar Nalabothula
BIS Strategy, Planning & Innovation
MillerCoors
Session Code: 2005
Georg Fischer
Vice President
Product Management – SAP Financials
SAP AG
2. 2
• How can I obtain more insights about my business?
• How can I increase my sales revenue?
• How can I increase my profitability?
• How can I increase my market share?
• How can I plan my business functions (Sales, Marketing, Finance and
Supply Chain) so they are aligned with Enterprise targets?
• How can I reduce my Supply Chain costs e.g. stock outs, inventory costs?
• How can I ensure adequate internal controls are operating in my
enterprise?
• How can I reduce my procurement and SG&A costs?
• How can I optimize my working capital needs?
• How can I bring more innovative capabilities leveraging technology fast
into my enterprise?
• How am I able to free up my talent to devote more time on value added
insights?
Overview – Are we addressing these key questions?
3. 3
Overview – Are we addressing these key questions?
Global environment is highly competitive, companies must continue to
grow, innovate and transform to remain competitive and survive in the
market. Hence the need for Business Transformation!!!
• Competitors from emerging markets hone disruptive approaches
• Product lifecycles are shrinking
• Lot of consolidations are taking place in various industries
• Competitive advantage is dissipating more rapidly than ever before
• Companies need to transform – or risk becoming forgotten!
Mastering transformation is becoming a competitive imperative
4. 4
• Transformation is a fundamental change to the way a business operates
• Bridging the gap between strategic intent and the capability to act
• Major corporations successfully "reinvent" themselves
• Business transformation is a MUST to maintain growth curve of the
company during these days of slow economy
• Business transformation encompasses all functions – Sales, Marketing,
Finance, Supply Chain, HR etc. – both to increase sales and reduce costs
During Business Transformation
• Complexities are great
• Stakes are extremely high
• Companies need to make the necessary mid-course corrections
What is Business Transformation?
5. • Increased revenues
• Improved marketing ROI
• Enhanced growth
• Understand market trends and become a trendsetter
• Stronger innovation
• Reduced time to market
• Reduced costs
• Improved business processes
• Faster adaptability to external changes
• Increased customer satisfaction
• Motivated employees
• Increased ROI to shareholders
5
Benefits of Business Transformation
6. • Kimberly Clark shifting from a paper provider to a CPG leader
• Apple’s stock increasing almost 40 times seven years after a decade of stagnation
• Procter & Gamble moving from soaps to laundry to skin care to health care – shows
that successful transformation is possible
• Lenovo’s 2005 acquisition of IBM’s PC operation set up a far-reaching business
challenge – to create a new global operating model that would meet its goals
6
• RIM – Once a leader in Smart Phones for the corporations – slow to transform!
• Kodak – Once one of the most innovative companies – did not transform with speed!
• Nokia successfully moved from rubber boots to a global leader in mobile phones. What
is its current market share?
Transformation is a journey – not a Project !
You need to continuously transform and adapt to changes
Case Studies of Business Transformation
7. Let us focus on one of the key functions in a company
i.e. Finance and discuss how to approach transforming
the Finance function using criteria that made several
companies successful as well as how to utilize SAP
capabilities to achieve that goal
7
8. Transaction Processing
Business processes are not
integrated
Time-consuming month-end
close process
Complex finance and
operational regulations
Consolidated reporting is very
cumbersome
Organizational structure doesn’t
align with current /future
reporting needs
Inconsistencies in the setup and
use of Chart of Accounts
Disparate fixed asset accounting
systems
Redundant master data /
inconsistent data
Cumbersome multi-GAAP
reporting options
No standard way to achieve
balanced segment reporting for
SEC/IFRS
Risk, Compliance and
Controls
Multiple compliance
requirements
Limited visibility of the
enterprise-wide risks
Compliance is silo-ed with
Manual processes
Higher duties from not
leveraging trade
agreements
Increased risk of
fines/delays
Increasing complexity of
regulations and policies
High cost to establish and
maintain compliance
Risk information not
relevant
No consolidated view of
risks
No strategic context
Ability to manage cash
Business Insights
IT systems take long time to run
the reports due to volume of
data
People are tied-up with
transaction processing versus
providing insights to customers
Long planning and budgeting
cycles due to lack of integration
Lack of rolling forecasting
capabilities to respond more
quickly to business needs
Multiple versions of truth, since
data is not integrated between
planning and consolidation
systems
IT systems are not quick to adapt
to business changes in case of
any mergers or realignments
Poor reporting capabilities
related to customer and product
profitability analysis
No single source of dashboard
and score-carding capabilities to
link strategy to execution
Strategy, Operating Model &
Talent
Industry consolidation and
globalization
Energy and commodity costs
Change in core product
demand
Cancellation of major
customer contracts
Performance standards and
service quality
Non-transparent markets
Economic recession
Ability to provide support to
other functions
Talent issues
8
Challenges of Finance Organization
9. Today’s CFOs
Strategist:
Provide Financial leadership in determining strategic business direction
Grow the Talent required to support Business Transformation
M&A Financing
Controller:
Provide and preserve critical assets of the Organization, and Create a risk-intelligent culture
Eliminate and/or simplify complex structures, processes and technology
Accurately report on Financial position and operations (Int & Ext)
Business Partner:
Ensure Business Transformation is integrated across all functions of the Enterprise
Accountant:
Balance capabilities, costs and service levels to fulfill core responsibilities
9
What is Finance transformation
Source: Deloitte Development LLC
Finance transformation: an umbrella concept that focuses on improving performance, stewardship
and control of the company by enabling chief financial officer (CFOs) and their finance organizations
to have greater impact on strategy formulation and execution across the enterprise.
Companies have begun to realize the value of Finance in transforming their business operations
by providing strategic, insightful, value-adding and cost effective services
What is Finance Transformation?
10. • Improve the operational performance of all finance functions
• Align Finance skills and responsibilities to stakeholder needs
• Minimize non-value add activities to improve focus on business insights
• Standardize and integrate systems and leverage enabling technologies in
corporate performance management
• Reduce the cost of Finance function
• Profit from innovation
• Leverage shared services to deliver routine, high volume transaction
processing with economies of scale
10
Benefits of Finance Transformation
Benefits of Finance Transformation
11. Leading Finance organizations are evolving to become value integrators and thereby
more effective executing on their core Finance activities, monitoring business performance,
driving the integration of information across the organization and managing enterprise risk..
Finance execution excellence
matters more than ever. CFOs that
have more efficient Finance
organizations are more successful at
driving operational excellence.
Deliver value through analytics and
business insight. Those that have
strong business insight are helping
drive greater value across their
enterprises.
By doing both well – executing core Finance activities efficiently and providing
the insight their businesses need – Value Integrators are helping their
enterprises make smarter decisions.
Source: IBM Institute for Business Value, The Global CFO Study 2010
11
IBM CFO Study 2010 Highlights
12. 12
Integrate with Organization wide Transformation initiatives – e.g.
Sales, Marketing, Innovation and Supply Chain
People and Talent Management
Governance Risk
and Controls
Transformation
program to
simplify processes
across the
organization
Streamline the
applications
landscape
BIS capabilities to
industry standard
Optimize sourcing
model
Transaction Efficiency
Process Financial
Transactions in an effective
and efficient manner
Report Financial results
and disclosures to
management and
shareholders
Achieve faster close times
Leverage shared services
Business Insights
Real time customer and
product profitability analysis
available to business
Perform detailed financial
scenario planning
Improve forecasting
capabilities
Provide insights to
customers
Increase the capability of
partners
Become trusted advisor
Collaboratively provide strategic, insightful, value-adding and cost effective services
Governance, Risk &
Compliance
Manage risk effectively
and cost efficiently
Simplify internal control
structure by leveraging
the latest SEC/PCAOB
guidance, rationalizing
controls, and minimizing
testing, etc.
Strategy & Execution
Help define the right
strategy together with
CEO
Ensure that investments &
operations follow strategy.
Finance Transformation
program to simplify
processes across the
organization
Reduce Finance
applications landscape
Ensure effective Change
Management
Grow talent to support
transformation
Finance Transformation Framework
13. Real Estate Lifecycle Management
Receivables Management
Invoice Management
Travel Management
Shared Services
SAP BusinessObjects enterprise
performance management
(EPM) solutions
Treasury and Financial
Risk Management
Manage Enterprise Risk
and Compliance
Accounting
and Financial Close
Manage
Financial
Performance
PLAN &
EXECUTE
STRATEGIZE &
PRIORITISE
MONITOR &
ANALYSE
MODEL &
OPTIMZE
Ensure Regulatory
Compliance and Effective
Transaction Processing
Deliver Superior Service
at Reduced Cost
Outperform Financial Objectives
and Create Sustainable Value
SAP ERP Financials
Including Controlling modules
and Partner solutions
SAP BusinessObjects governance, risk,
and compliance
(GRC) solutions
SAP can help you in Transactional efficiency,
Business Insights and Managing Risk
14. Leveraging detailed
financial information
across all business
dimensions is difficult
or impossible
Financial analysis and
reporting processes with
high volumes of data
can be very time-
consuming
Financial decisions are
often based on
incomplete, inaccurate
and often outdated
information
Deep insights into large
volumes of financial data Access to real-time
financial information
Fast and flexible
analytics and reporting
Make smarter financial
and managerial decisions
Empower finance with
true real time
Accelerate key
financial processes
SAP HANA
IssuesOpportunitiesforFinance SAP can help you in providing Business insights
with HANA
15. 15
for Better Business Results thru Business Transformation
• Grow your top talent
• Get closer to your best customers
• Leverage ERP supported end-to-end, integrated processes with best practices
• Run leaner operations – consider aspects of Lean Six Sigma
• Gain deeper insights from thru enterprise performance management tools
With every economic crisis comes opportunity
Some companies will go from good to great
Others will just fade away, making room for more innovative competitors
Senior Executives should strongly consider industry best practices that provide a
balanced approach to moving forward by making smart investments in
Business Transformation
Source: SAP
#1 SAP provides guidance to its customers to jumpstart Business Transformation
#2 Work with your Business Transformation consulting advisors and IT Systems
Integrators(SI) to help you navigate thru Transformation
Overview Managing Efficiency, Effectiveness
and Risk with Strategic Focus
16. Develop strategy: The CFO's Finance Transformation strategy must be developed in the
context of the organization's strategy and its requirements of finance, and industry best
practices that serve as enablers of transformation.
Assess and Benchmark current performance: Benchmark baseline performance levels
by assessing key metrics such as cost, headcount, monthly close, productivity and
quality. SAP & ASUG Benchmarking is a great starting point
Develop a blueprint for end state: A detailed end-state vision and effectively blueprint
to detail all planning elements of the operating model, people, process, and technology
requirements across each major category of services by Finance team
Develop detailed plan: Develop the detailed plan, identify all necessary steps, risks,
issues, dependencies, people and cost requirements.
Create a business case: A finance transformation business case should leverage outputs
from the assessment & present business value and expected ROI from transformation.
16
Adapted from: PWC CFO Study 2010
Transformation Best Practices
17. Obtain executive-level support: Executive sponsorship is critical to gaining the support
and involvement of the organization in the transformational effort.
Create a high-performing team: It is vital that the core team be competent, have
enterprise focus and have proven execution track record.
Execute few quick-win projects : A pilot project provides a low-risk, limited scope
opportunity to establish quick wins and gain credibility.
Execute Change Management plan: Having a robust change-management process to
address the impact that the transformation has on the organization and its people. This
is very critical for the success of the Transformation.
Execute End State Blueprint: Deliver the business value thru superior execution by
meeting project schedule, budget, scope and quality for all initiatives in the
transformation.
Recognize and Reward your team: People are key assets of the organization.
Transformation is not an easy journey – recognize and reward your people for their
contributions and celebrate the wins!
17
Adapted from: PWC CFO Study 2010
Transformation Best Practices Contd.
18. 18
Business Transformation is a journey, not a project
Finance Transformation is an integral part of Business Transformation
People are the most important asset of the organization
Always consider enterprise-wide end-to-end business processes
SAP Suite of Products provide industry best practices and enable implementation
of integrated end-to-end business processes
Streamline Application Landscape by exploiting full capabilities of SAP
Disciplined execution of Strategies is key to the success of the Organization
Continue to develop the business acumen of all business & IS teams to prepare
them to support business transformation
Ensure IS Project Portfolio is fully aligned with the growth strategies of your
company
Harness the creativity and innovativeness of the Business & IS team by
implementing Innovation Management Program across the company
Streamline all Business Processes including IS Process – Apply Lean Six Sigma and
Value Stream Mapping methods
Delight the customer by demonstrating Execution Excellence always!
KEY LEARNINGS
19. 19
Recommended Initiatives Strategic Benefits
Supply Chain Execution
Drive Cost reductions and efficiency gains
• Reduce Procurement Costs
• Reduce transportation and logistics Costs
• Analyze key manufacturing and supply chain processes and optimize
management of working capital to accelerate cash conversion cycles
and reduce operating expenses
Working Capital Management
Social Media
(Social Media Branding, Social Media Marketing
• Leverage social analytics to engage customers and enhance
relationships with consumers
• Integrate social media insights in Category Management with retailers
Trade Promotion Management
Trade Promotion Effectiveness
Trade Promotion Optimization
• Streamline promotional calendars, communicate promotions
• Incorporate pricing strategy, determine promos with sales lift
• Determine post-event analysis, true net effect of promotions, and
improve execution to derive significant benefits
Mobility
• Get ahead of the tidal change in CPG due to consumerization of IT
• Mobile is the primary connection to improve relationship
management, targeted marketing and increase sales
Recommended Strategic Initiatives during
Transformation (1/2)
• Obtain holistic view of all marketing drivers to drive growth
• Leverage deep understanding of consumer preferences
• Provide information advantage and reduce uncertainty and risk
• Identify right innovation and marketing opportunities
Consumer Insights, Analytics and
Predictive Analytics
20. 20
Recommended Initiatives Strategic Benefits
Demand-Driven Supply Networks • Obtain real-time demand across customers and trading-partners
and respond faster and smarter with integrated business processes
Integrated Sales and Marketing
• Fully Integrated processes from consumer insights to advertising &
trade promotions and in-store execution to maximize the sales
Collaborative Innovation
• Develop the capabilities to Collaborate with consumers, retailers and
distributors for product innovation, develop deeper relationships,
reinforce brand loyalty, and drive growth
New Product Development &
Introduction
• Transform innovation and product development operating models by
leveraging social media to understand customers preferences
Big Data & Demand Signal Repository (DSR)
• Obtain near real-time in-store performance data to drive action
• Collect data from mobile, digital and social media to provide additional
holistic insights and engage consumers with relevant brand messages
Leverage existing SAP investments • Exploit SAP’s full benefits by incorporating their innovations & new
capabilities
• Transform application footprint by eliminating legacy systems
Recommended Strategic Initiatives during
Transformation (2/2)
21. References
“Leadership makes the difference during Times of Global Financial Crisis” white paper by Chakib
Bouhdary, Chief Strategy Officer of SAP AG.
“Leadership in Times of Crisis” white paper series by Chakib Bouhdary & SAP Value Engineering
team
“The Global CFO Study 2008” by IBM Institute for Business Value
“The Global CFO Study 2010” by IBM Institute for Business Value
“Focus on Finance - Dare to be Excellent” - Australian General Practice Network
“CFOs: Not Just for Finance Anymore” by Dr. Howell, Tuck School of Business, Dartmouth College
“Why Finance Transformation Matters in Global Manufacturing” - A Deloitte Research Global
Manufacturing Study
“Making finance more than just a scorekeeper” by PWC
Summary of SAP Product Functions – SAP AG
21
References
22. THANK YOU FOR PARTICIPATING
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application.
SESSION CODE: 2005
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