Transforming the finance function to add company-wide value

by Margaret May

Publisher: Financial Times/Prentice Hall in London

Written in English
Published: Pages: 227 Downloads: 192
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Subjects:

  • Corporations -- Finance.,
  • Corporations -- Finance -- Case studies.,
  • Business enterprises -- Finance.,
  • Business enterprises -- Finance -- Case studies.

Edition Notes

Includes bibliographical references and index.

StatementMargaret May.
GenreCase studies.
SeriesFinancial Times Management briefings
ContributionsFinancial Times Management.
The Physical Object
Paginationxix, 227 p. :
Number of Pages227
ID Numbers
Open LibraryOL22646123M
ISBN 100273643134
OCLC/WorldCa44695123

  Yes, finance should do those things, but more importantly, finance needs to be able to collaborate cross-functionally and help the frontline teams add value. The value that’s created from finance’s point of view is then indirect value, as it’s created through or together with others. [[DownloadsSidebar]] All eyes are on corporate-finance departments as they are asked to cut costs, reassess risks, and cope with the deep uncertainty generated by the current economic crisis. In this survey, 1 we asked finance and other senior executives how their finance departments have changed since the crisis began: what new challenges these departments are facing; which activities are. Transforming Finance and Accounting to Optimize Financial Close nificant value within the client organization (see page 7). Drivers of F&A Platform Transformation. functions. Modernize and strengthen the F&A platform by first segmenting it into distinct functional. change right across the finance function. Risk Financial operations large and leaner and ta cti al monolithi c environment and leveraging global cost Value adding fo us saving opportunities through the creation of transaction-based shared service centres. As a consequence, finance ended up with less time to undertake its insight.

  One way finance organizations can make themselves more agile and more adept at adding strategic value is by shifting low-value work downstream. This can be done through outsourcing, or shifting work to captive or hybrid shared services center functions. Hybrid scenarios typically involve both employees and an outsourced service provider.   The finance function is typically thought of as a constraint on expansion costs, not as an enabler of growth. But at a large CPG company, leaders in finance became champions of a growth agenda. It started with a conventional cost-cutting move: In the wake of the Great Recession, the company’s leaders asked finance to cut 20 percent of its. 3. Drive to value Leaders in business transformation articulate upfront the value they expect to achieve through transformation, and they zealously monitor, measure, and track value throughout their transformation. Value should be the thread that links your business strategy and your transformation together. Take time to be explicit about exactly. company wide resource planning tool, a software system that can be used to process transactions and manage all the resources, information, and functions of a business from shared data sources. Most large organisations have already implemented enterprise resource planning to automate, standardise or streamline business processes. And they have.

finance transformation has been around for more than a decade, APQC Open Standards Research still shows that there are significant gaps in cost-efficiency among finance organizations (Figure 1). The typical company, at the median, is spending almost 50 percent more on its finance function . 3. Task management. Corporate and departmental checklists are a mainstay of the finance function. Accountants physically compile these lists using spreadsheets to manage different responsibilities such as managing the month-end close, internal controls and reporting.

Transforming the finance function to add company-wide value by Margaret May Download PDF EPUB FB2

Increasingly, world class companies are demanding that their finance function add positive value instead of draining revenue. Transaction processing and control account for 84% of their total activities.

The function is not only spending little time on value-creating activities such as decision support and future planning, but it is also Format: Paperback. ISBN: X OCLC Number: Notes: Previous edition: published as Transforming the finance function to add company-wide value.

Buy Transforming the Finance Function: Transforming the finance function to add company-wide value book Company-Wide Value in a Technology-Based Environment (Executive Briefings) (MB Executive) 2 by May, Margaret (ISBN: ) from Amazon's Book Store.

Everyday low prices and free delivery on eligible : Margaret May. Technology disruptions to the finance function are reshaping the workforce of the future. What should controllership talent models look like going forward. A human-centered transformation of work, workplace, and workforce dimensions will transform the finance function and shape the future of finance.

In fact, the opposite often happens. The capacity created is turned into cost savings, which leave even less time for “value-adding” activity than before. So, if you really want a value-adding Finance function, don’t let your Finance Transformation programme become all about cost savings.

In short, if you’re looking for business insights, plunging into your finance team’s data pools can do wonders for you and transform how your sales, marketing, operations and supply chains function and measure performance.

To truly leverage this data, you will need software that does not rely on manual processes. Finance Function Transformation PwC World class is often (mis) represented as lowest cost. Although the cost A higher proportion of Finance staff activities being value add/decision support To further understand the clients current position we created a template to estimate the cost of book.

With CFOs becoming more engaged in corporate strategy, finance transformations are a critical path for them to prepare their organizations for the changes that strategy execution requires. To help win over skeptics, CFOs should be prepared to do their homework to make a compelling case, says Frank Friedman, CFO of Deloitte LLP, and demonstrate how anything short of a finance transformation.

6 Finance transformation: A Lean approach to increase value Eliminate non-value adding activities Value-adding activities in back-office processes often represent a small percentage of the overall effort, and can be scattered throughout the workflow.

Interspersed within the process are extraneous reviews, rework, overproduction and. How finance functions are transforming to drive. business results. Finance Effectiveness Benchmark Report Finance leaders are improving business results by investing in commercial insight, spending less time on.

transactional work and running at lower costs. This year’s report takes a closer look at how this is being achieved by. How to Transform the Finance Function It’s the CFO’s job to lay out in a clear and concise manner the business case for why a finance transformation is essential and the value finance will be capable of delivering as a result in order to support the corporate strategy.

CFOs need to demonstrate how anything short of a finance. Create Value as a Finance Business Partner book. Read reviews from world’s largest community for readers.

Transforming the Finance Function Into a Profit Centre” as Want to Read: Want to Read saving Add some now» 5/5(1). Create value as a Finance Business Partner: Transforming the finance function into a profit centre [Foged, Mr Bo, Liu-Lindberg, Mr Anders, Fynsk, Mrs Henriette, Codd, Mr Andrew] on *FREE* shipping on qualifying offers.

Create value as a Finance Business Partner: Transforming the finance function into a profit centreReviews: 4. toward the desired future state of the intelligent finance function.

the ultimate objective of this finance transformation journe y is to become ‘best in class’ in terms of operational efficiency, business support effectiveness and ability to add real value to all its stakeholders.

Shortage of. Finance function itself, and CFOs in particular, may need to adapt to a future where organisation’s increasingly focus on connectivity, interaction across business units and transactional synergies to derive value from all parts of the business, not just those which are customer facing.

As businesses increasingly look for analysis and data. The Value-Adding Finance Organization Lean Finance Conference: Session 1 Master Class Series Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising.

Transforming accounting and finance functions are a non-trivial task, particularly it involves transformation involving the operating model, the key value streams and processes, people and their roles.

Accounting and Finance Transformation Framework. management" can help transform the financial function into a driver of value. Best Practices refers to organizing the accounting and finance functions into a decision support function for the entire organization.

Best Practices can encompass many things, such as:. Organizing around results, such as quicker closings through soft general ledger. The ongoing standardization and automation of processes and transactions lends itself to centralization, but a range of options across the centralization spectrum serve different objectives.

Gartner research found that on average, finance leaders place two-thirds of their staff at the corporate center and % in shared locations, though as companies grow in size, complexity, and finance.

Add Value: There’s the addition i.e. the opposite of subtraction meaning there has to be more of something when Finance is done helping. That more of something is more value and whereas value. The top-tier functions also pay a premium for top talent, “especially in critical areas where finance intersects with business operations.” Cross-functional transformation: According to PwC finance benchmark data and performance surveys, improving finance technology is the most important priority for making finance processes more effective.

Here’s how finance teams will need to evolve to make the most of the next finance transformation. Innovations in technology and management practice are creating new opportunities for the finance function to add value to the business.

Here’s how finance teams will need to evolve to make the most of the next finance transformation. Levers like smart analytics, intelligent automation and experience design enable real-time enhancement of company-wide operations and smoother execution of business strategies.

CFOs should take a synchronized approach to evolve legacy and disjointed F&A systems from merely keeping the books to driving business value creation. The cost of not transforming the finance function into a “fast-thinking” forward-looking brains of the enterprise is the opportunity cost of falling behind, of becoming irrelevant by not being able to foresee competitive threats and not having an action plan of how to deal with the potential impact of such pressures on the financial health.

Using Business Intelligence to add value to the finance function reads There was a time when true business intelligence was the unique preserve of an elite corps of workplace gurus – rare individuals with the natural knack of knowing what decisions to reach, when and why, to propel their ventures to ever greater achievements.

Transforming finance – how CFOs can add real value 1 August As finance departments face ever greater reporting demands, it is time to rethink the whole finance function and find ways to cut costs and improve the quality of management information.

The Finance Function: A Framework for Analysis forms part of the FinanceDirection thought leadership programme of the ICAEW Finance and Management Faculty.

building effective finance functions is a key concern of organisations and finance professionals. This report provides a foundation for considering the key challenges involved and. Drawing on digital tools and their many benefits, CFOs can transform the finance function and add more value to the business, all while balancing performance, efficiency, and risk.

The key is to develop a comprehensive strategy to ensure that digital tools deliver the most impact. The Finance Function’s Readiness for Change The Finance Operating Model For a large, global enterprise, an advanced operating model for the finance function involves centralizing control and standardizing processes—in other words, making sure that, whatever task is performed, it is performed in the same way and to the same level of.

for the transformation to the underlying root cause for the transformation. For years the goal of finance transformation has been focused on reducing the cost of the finance function overall and cost to process individual transactions.

This has led to CFOs being held to a pan-industry benchmark, finance spend as a percentage of revenue. commentators have also played their part. They urge finance functions to take leading roles in strategy development, decision making and organisational transformation.

Those who appear to have achieved such positions are lauded and the laggards are advised to catch up.1 The model has also been promoted and adopted in the public sector. But most of all, automating these processes will transform the finance function by freeing finance professionals from the enormous amount of .3.

Finance function modernization and transformation affects many areas of your organization in a productive and lasting way. The benefits of finance function modernization are far-reaching within a company.

By stepping out of the comfortable spreadsheets and month-end closing cycle, finance can make a lasting impact on the organization.