The Finance function determines the effectiveness and the speed of the transformation programmes carried out within a business. This catalytic role entails making a profound reassessment of the Finance function approach. It is not only a stabilising force, but it must allow the company to find balance in the transformation. For example, the finance department sees its role reaffirmed in contrast to other departments and can help the company derive the full benefits of adopted innovations.
Transformation financial guidance
Businesses are increasingly confronted by the issue of real return on investment, namely: the direct impacts on the profit and loss accounts of the transformation projects that they undertake. Two challenges are therefore proposed to the Finance Department: financial guidance with transformations and performance assurance.
Data management & Financial reporting
The new possibilities offered by Big Data must be applied to the financial sector so CFOs can be more reactive (acceleration of the decision-making process), provide innovative areas of analysis (by using a large amount of external data that has not been accessible until recently: data related to financial markets for example). They must also bring a new predictive vision in developing dashboards.
Adaptation of the management model
The necessities of competitiveness force companies to routinely reconfigure their perimeter, their organisations and their business models.
IT Finance Managers must regularly readjust or rebuild the company’s management model so they can provide relevant and effective steering solutions.
The management of solutions, processes and business lines allow Axys Consultant to support the Finance functions in the development of their management models by overseeing their scalability and the ease of their implementation.
Shared Services Centre/Finance Organisation
The finance organisation must respond to the two challenges of agility and performance.
Axys Consultants offers original methods for creating benchmarks and assessing the maturity of the organisations.
In coordination with Lean approaches, these assessments are used to shape the guidance methods and the transformation processes ensuring that the organisations are effective and scalable.
Lean finance approaches optimise (operational excellence) and regulate all financial processes.
They help organisations and work methods adjust to these processes while preserving the maximum amount of flexibility and agility.
Digital solutions give the chance to financial departments to benefit from standard, highly effective solutions that are easily deployed and maintained.
To guarantee the overall coherence of information systems, their deployment requires outlining the new relationship structures between the CFO and the CIO.
Businesses facing a complex environment in which they must create or seize opportunities.
Until very recently, the financial department essentially executed an oversight function aimed at guaranteeing the compliance with standards, and ensuring the quality of the accounting information and managing profitability (and the cash flow) of the company.
The race towards innovation intensified, which put businesses under pressure. The financing of investments became even more critical, due in particular to the multiplication of transformation projects and external growth operations. The internationalisation of large groups had a profound impact on their governance and their managerial culture.
A vital Finance function for meeting strategic challenges
Given his central positioning, consolidated vision of the company’s business and its necessary management of financial information, the CFO possesses the greatest assets for guiding the branch heads in their strategic thinking.
For this purpose financial departments must work more closely with the operational departments to develop the strategy, reorient financial resources based on changes in trajectory and create EBIT guidance systems, which organise CAPEX and OPEX indicators in a more integrated way.
The new orchestrating role of the CFO must make it possible to continuously assess the performance and relevance of business decisions, agilely integrate new business activities, and secure transformation programmes.
This complex situation heightens the needs of executive managements related to understanding performance, receiving help with decision making and guidance for the trajectory of their companies.
The digital levers to transform and energise the Finance function
For Axys Consultants, the credibility and aptitude of the Finance function in accelerating transformations is based on the exemplary quality of its organisation, its agility and the operational excellence of its processes.
The deployment of digital solutions (cloud/Saas, dematerialisation, robotisation, Big Data, mobility) allows CFOs to regain control of their information systems and offer relevant responses to the operational departments.
Lean management approaches combined with new opportunities in robotisation (financial automation) not only make it possible to optimise the efficiency of administrative processes, but they also involve the oversight of skills development, and the coherence and management of the financial branch.
These new levers, which are expressed through know-how, tools and information, require the IT Finance Managers to create management/guidance models that make business model developments and transformations more understandable and controllable for the executive management.
Finance as a “strategic service” provided to the Executive Management and Business Units
Outstanding and thorough in their own transformation, IT Finance Managers must be able to provide the executive management and business units with innovative and effective responses.
They must be committed even more to the success of the transformations and the delivered added value for the development of the business.
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