Adrian Ryan, Finance Transformation Director at Imperial Tobacco - Finance Function's changing remit and how to effect change
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Adrian Ryan, Finance Transformation Director at Imperial Tobacco spoke at the CFO Event in Frankfurt 2013
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The document provides an outline for a presentation on knowledge management. It introduces the concepts of KM and discusses why it is important for organizations. It then presents a KM model and shares a case study of how one organization successfully implemented KM. The presentation outlines how to design and implement KM, including creating a culture of contribution and leveraging knowledge through technology and processes. It concludes by discussing measuring the impact of KM efforts.
ITSM Conference, Dubai, UAE 2009
This document provides an overview and agenda for a presentation on successful IT business integration. Some key points:
1. It discusses the challenges facing IT and business executives in a difficult economic environment with flat IT budgets and increased pressure to demonstrate value.
2. Statistics are presented on top business and technology priorities from a Gartner survey, showing business process improvement and business intelligence as the top priorities.
3. An approach is outlined to transform organizations through self-assessment, defining strategic outcomes, and using balanced scorecards to drive change and close competency gaps.
4. The importance of IT business alignment, governance, and moving from an operational to strategic focus is emphasized to support business goals.
About The LiTmus Group
The LiTMUS Group is a strategic international partnership of 2000+ consultants in 40 offices worldwide that provides full-service consulting to the largest organizations. They specialize in turning client strategies into great performance through a hands-on approach and take responsibility for implementation and bottom line results. The document provides details on their services, capabilities, industries served, and examples of clients in the financial services, life sciences, and energy/utilities sectors.
Ten Templates for Talent Management
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
Innovation And It Alignment 121510 Abbreviated
Introducing concepts that address the need to align today\'s IT with the business need to manage Innovation.
How Do We Help Our Customers.Ppt
MA Consulting International is an international consulting firm established in 1993 with offices throughout the UK. They provide professional consulting services across all business sectors, specializing in business strategy, leadership, customer service, and people management. Their team of experienced consultants help clients develop their vision and strategy, optimize business processes, improve customer service and financial results, and embrace new technologies. They follow a "Vision to Reality" methodology involving strategic planning, realistic implementation, and organizational buy-in to create sustainable change for clients.
Ppm wp-10 critical
The document outlines 10 critical success factors for successful project portfolio management: 1) Senior management commitment and consensus, 2) Communication of strategic objectives, 3) Strategically aligned investment selection, 4) Institutionalized investment management process, 5) Governance framework aligned with enterprise decision making, 6) Integrated program/project management discipline, 7) Consistent risk and performance measurement, 8) Portfolio reviews to support investment priority realignment, 9) Effective balance of investments, and 10) Strategic focus transforming strategy into operational excellence. Adopting more of these factors provides more value, but success is still possible if senior management commits to the process. Project portfolio management infuses strategy into investment decisions.
Jane Devries_2016_Resume_LinkedIn
Jane Devries has over 15 years of experience in quality assurance, business analysis, project management, and process improvement. She has led teams and projects at McMaster University and John Deere Credit, with a focus on process analysis, quality methodologies, testing, and relationship management. Devries has numerous certifications including Certified ScrumMaster, Certified Agile Coach, Lean Six Sigma, and ITIL Foundations. She is known for her problem solving, communication, and coaching skills.
Ibd Business Analysis & Reporting
The document discusses the evolving role of business analysts from a past focus on requirements elicitation, analysis and documentation to a current and future focus on enterprise analysis, strategic planning and ensuring business value throughout the project lifecycle. It notes that business analysts now help organizations improve processes, reduce costs and better support customers. The role requires skills in both business and technical domains to effectively communicate between teams.
AWS @ Chef's DevOps Leadership Summit
Douglas Menefee discusses enabling a new IT organization through cloud adoption. He advocates reframing cloud strategy discussions as business leadership opportunities. Leaders must embrace their company's mission and business objectives. They should drive change through transparent conversations with stakeholders across the organization. Leaders also focus on developing new skills in their staff and letting go of outdated ways of thinking to drive innovation.
Strategic Process Connellee
The document discusses the strategic process and focuses on innovation. It outlines five strategic initiatives - Ideation, Nature, Vision, Engagement/Tactical Plan, and Synthesis/Monitoring. Each initiative is associated with clarifying identity and purpose, aligning structure and culture, translating long-range intentions into goals and strategy, engaging the strategy through projects, and continuously monitoring alignment. It emphasizes the importance of innovation and successful implementation of strategies, citing studies that found less than 10% of strategies are successfully implemented.
Fostering a Culture of Innovation with Cloud
This presentation provides a look at how CIOs should be thinking about tackling the culture change that goes hand-in-hand with cloud adoption.
Drive Business Transformation thru Enterprise Collaboration & Gamification - ...
Drive Business Transformation thru Enterprise Collaboration & Gamification - Enterprise 2.0 Conference
Presentation implementation challenge Twynstra Gudde Business Improvers
This document discusses challenges with implementation and provides recommendations to address them. It suggests that implementation should be goal and result oriented with a customized approach that engages the organization. A consistent, multi-pronged strategy is needed that addresses objectives, culture, processes, structure, resources and other organizational aspects. Co-creation with stakeholders and a focus on clear communication and management/leadership development are also emphasized to achieve effective and efficient implementation.
MSS Management Consulting Core Services
The document provides an overview of MSS, a top ranked management consulting firm. It discusses MSS's 25 years of experience serving large organizations, their services which include facilitating strategies, driving change, and improving operations. It also outlines their unique accelerated strategy, alignment, and planning methodology called ASAP which applies their thought leadership to effect change, improve performance, and leverage technology for clients. Finally, it discusses how MSS helps clients achieve business results across executive, operations, and technology agendas.
TNG Solutions
The Newman Group, a Futurestep company, provides three key services for talent management:
1) Talent acquisition strategic assessment and solutions to help streamline recruitment processes and control costs.
2) Workforce planning consulting to assist with developing strategic workforce plans, analyzing talent needs, and gaining a competitive advantage.
3) Integrated talent management (ITM) business planning to help operationalize a talent strategy through a 120-day planning process addressing talent acquisition, learning and development, succession planning, and other disciplines.
Similar to Adrian Ryan, Finance Transformation Director at Imperial Tobacco - Finance Function's changing remit and how to effect change (20)
Drive Business Transformation thru Enterprise Collaboration & Gamification - ...
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Presentation implementation challenge Twynstra Gudde Business Improvers
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- 1. Adrian Ryan The Finance Functions changing remit
- 4. “CEOs are now looking to recruit CFOs who have a much broader range of expertise that includes a deep understanding of business processes, competitor and customer environments, and technology.” David Chancellor of executive search firm Tyzack Partners, 25 January 2013
- 5. Board & Strategic Governance Planner Communicator & Challenger Operational CFO Change leader Business Process & IT Analyst Performance Champion Management
- 13. Resource and Strategy Board commitment mandate Communicate Change Programme Put a face Communicate on it 6-12 months Set the IT Strategy fact finding vision
- 15. ► Misaligned with strategy – not a priority ► Misalignment with objectives & rewards ► Underestimating scale of change ► Lack of sponsorship – not walking the walk ► Short-termism – current year focus ► Insufficient consideration of people impact ► Lack of investment – being cheap! ► Dilution of the plan in the face of resistance