PERF RMANCE 04 - The Performance Portal - Ernst & Young

Case study 1 — Developing a
global finance strategy
A global client and industry leader, with
operations across the world, faced the
challenge of globally aligning its disparate
and bespoke finance organization. This
included harmonizing process scope,
organizational structures, target setting
processes, people development and
IT systems.
Working with a small team from the client’s
side, we developed an overarching vision
and mission statement for the finance
function, outlining the key principles of
the future operating model for finance.
The team developed three possible
scenarios. Each looked at the implications
for the finance functions with respect to
processes, organization and governance,
HR and people development, as well as IT
systems. Together this formed the input for
the Advanced Solution Center.
" It’s different
to our usual
approach, there
is much more
involvement.
This is about true
ownership."
“ It was the first time
we had the chance
to impact a strategic
discussion”
We brought together over 40 key
decision-makers from around the globe,
with representatives from all regions,
business areas including shared service
organizations and stakeholders from
outside of finance for a two day event.
After learning about the key aspects of
the three scenarios, participants worked
in small groups to develop their own
interpretations of how the future finance
operating model would function. Already
on the first day, the groups presented
their results to the plenary. By using
our specific Advanced Solution Center
techniques, it became quickly apparent
that the individual groups had designed
almost identical solution. This meant
about 80% of the new finance strategy
was agreed upon right away, including an
updated version of the finance vision and
mission statement. Before moving on to
explore further details of the strategy, a
leading academic on organizational design,
as well as two representatives from other
leading global companies, shared their
views and experiences on finance strategy.
This provided the chance to hear fresh
perspectives and enabled the group to
challenge established practices when they
met the following day.
At the end of the event, the key aspects
of the finance strategy centered around
the operating model, including processes,
organization, people and IT, was defined
and agreed upon. Documentation of the
results was completed and circulated to
the participants just two days after the
event. The results formed the basis for the
detailed strategy document agreed upon by
the 40 key finance decision-makers.
The key benefits achieved from the ASC
event included:
• Agreement of the finance strategy by all
major decision-makers and stakeholders
• Reduction in the time for alignment by
about 30%
• A strategy reflecting views and
requirements from all regions and
business areas, not just corporate
headquarters