How Finance at Molson Coors Influences and Executes

Transformational Change

Presented by:

Christine Watkins, VP of FP&A and Business Transformation

FP&A Innovation Summit

February 2015

Key Components required to set yourself up for a

Successful Business Transformation

Key Components to consider

Capability & Capacity

(4 change)

Sequence & Cadence

Roles & Responsibilities

Business One Way Program

Business One Way is a multi-year finance

transformation effort to evolve the finance

organization by:

Improving our processes and standardizing our data and tools

Accelerating decision making to support the business

Optimizing transactional activities (manual vs. automated)

Developing a fit-for-purpose organization

Brilliant Execution Methodology

Capability & Capacity

(4 change)

Lessons Learned: • Answer the questions:

• Who knows how it works today? • Does the resource and company have the

bandwidth for this change? • Do you have Executive sponsorship

• Right people, right role • $$$ to support gaps • Analysis of company wide

initiatives (Prioritization) • Project team set up for success • Business Users set up for success

(multiple impact points)

• Business Resource Impact

• Available Business Resource Allocation

• Company Wide Initiatives

• End User Impact Analysis

• IT Impact

Tools we use to Ensure Success

Available Resource Allocation

What OTHER company initiatives are

PULLING on resources?

Company Wide Initiatives

Sequence & Cadence

Lessons Learned: • Managing the “burning platform”

in multi-year programs • Understanding the long term

roadmap • Too early, too often…or not

enough (audience matters) • Tying long term benefits to short

term pain • Don’t over promise • Diligently manage “Scope Creep”

Continue Governing Changes

Global

Consolidations

Blueprint (for

BPC)

MCBC Consolidations

Europe Consolidations/

Cognos Replacement

2014 2015 2016

Global FP&A Blueprint

(for BPC)

Global FP&A Process Phased Roll-out

Create interim SCoA mappings for

all Business Units

Europe Management Reporting

Solutions (Cognos)

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Program Sequence & Cadence

Parallel

Parallel

2017

UK/US SCoA and COPA

Transformation (RP9 SLO)

Canada SCoA and COPA

Transformation (RP1 SLO)

Europe Instance Consolidation

Our Ways of Working

(FMD Governance & EPM Realization) Profitability Statements

(MACO P&L Implementation within COPA)

Treasury Phase 2 Bank Onboarding

P2P

SCFD

Complexity & Challenges of our Global Consolidations Project

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Europe If you implement SCoA

before you decommission Cognos –

you BREAK COGNOS

If you decommission Cognos before you

implements SCoA – you BREAK BCS

UK – If you update SCoA in RP9 (before you move

from BCS to BPC) then you have an issue with

BCS mapping

Canada

If you do the SLO in CA (before you move from BCS to BPC) then you

have an issue with BCS mapping

US/ MCI

If you update SCoA in RP9 (before you move from BCS to BPC) then you have an issue with

BCS mapping

The complexity and timing of SCoA, Cognos, BPC & SLO(s) make this

a big hairy audacious project

Change Management Toolkit

• Stakeholder Mapping • Stakeholder Impact • Change Impact • Communications Plan • Training Plan • Training Calendar

Detailed Communications Plan

Keep it Simple and Have FUN!

Get Creative and Add Levity!

Roles & Responsibilities

Lessons Learned: • Right people in the right role • Bandwidth to carry out role • Clear Role Definition

Detailed day-to-day responsibilities

Documented decision makers • Detailed on-boarding • Reinforce early and often

Sponsor

Project Manager

Team Members

Change Manager

Project Lead

Do different people need to fill

these roles?

Should fulfilling a project role be

developmental for a person?

Are there any missing key roles that you

would add?

How complex does a change have to be before these roles require a full-time person exclusive to

each role?

Would you ever have more than one

Sponsor? Lead? PM?

Key Project Roles

As of 1/5/2015

BOW Players: 2015 Program Organization Chart

Program Manager: Cheryl Johnson IT Solutions: Brian Mugge MCI BP: Trent Krause CA BP: Rick Kneebone Europe BP: Jason Smith/Akos Kontar

Executive Sponsor Gavin Hattersley

Regional Leads Canada: Lynn Westover Corporate/MCI: Jenny Latas Europe: Claire Carrigan

Program Lead Christine Watkins

IT Lead Rick Kneebone

Steering Committee Gavin Hattersley, CFOs, Christine Watkins, Brian

Tabolt, Brenda Davis

Governance, Process Model, & P&L

Templates

Lead: Lynn Westover

Project Mgr:

Sook-Ying Cojita

Change Mgmt: Ann Mowat

Tech Lead:

BI BP

Purchase to Pay

Lead: Gary Walker

Project Mgr:

TBD - HP

Change Mgmt: Claire Carrigan

Tech Lead: Thad Nagel

Supply Chain Finance Data

Lead:

Greg Snyder

Project Mgr: Jenny Latas

Change Mgmt:

Jenny Latas

Tech Lead: BI BP

Treasury Bank Onboarding

Lead:

Jason Charpentier

Project Mgr: TBD – GXS

Change Mgmt:

Jenny Latas

Tech Lead: TBD/

GXS SWIFT

Change Management Program Lead: Jenny Latas Corporate/MCI: Cambria Olson Canada: Ann Mowat Europe: Claire Carrigan IT Advisor: Cambria Olson

Global Consolidations (BCS/SCoA/COGNOS/ECC)

Global Lead:

Christine Watkins (through Feasibility)

Project Mgr:

Cheryl Johnson

Change Mgmt: Cambria Olson – Global

Consolidations/BCS Claire Carrigan – Cognos /

ECC / SCoA

Tech Lead: Olivier Daoust/Deloitte

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3rd Party Partners:

Partners

Tom Bendert

Joe Mastro

Susan DiZerega

Lead:

Rob Ried

SME’s: Erik Ryan

Process Owners Group Global Controllers Finance Directors

We are ONE TEAM – Be a Great Team MEMBER!!

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Being a good team player isn't always easy. We will have tight deadlines, strict

budgets and ambiguous times.

This project is not ONLY a challenge, but a GREAT opportunity to SHINE, LEARN

new skills and be a leader!!

Help your team by:

• Using your strengths

• Clearly understanding your role

• Staying flexible and reliable

• Supporting other team members as much as you can

• Being positive and solving problems

• Raising concerns

Decides Decision

Steerco 1. Approve initial cost, scope, timeline, business case & changes to these 2. Approve design principles 3. Approve sustainment plan 4. Approve Go/No Go decision

Project Lead 1. Approve Overall Project Plan proposal 2. Approve Resource decisions (internal/external) 3. Approve PCRs (project change requests): cost tradeoffs, milestone changes

that do not affect go live dates or overall budget

Project Manager 1. Determine project processes w/PMO and any suggested changes

Process Owners 1. Approve business requirements 2. Approve communication strategy 3. Approve business readiness plan 4. Approve org design principles & final process design (end to end) 5. Approve training plan/schedule

Functional Leads, Project SME’s

1. Approve reporting requirements 2. Approve business simulation or test scenarios, BAT results against acceptance

criteria 3. Approve training materials

Who Makes Key Decisions?

Onboarding Team Members

• It is important to get your team members off to the right start!

• Comprehensive Onboarding Toolkit

Recap Set yourself up for a Successful Business Transformation

Capability & Capacity

(4 change)

Sequence & Cadence

Roles & Responsibilities

Use your tools consistently: • Decide, Plan, Do Review Methodology & Check list • Timeline with key milestones and detailed project plans • Resource Impact tools & Heat map • Change Management toolkit – Stakeholder identification • Team On-boarding materials including Roles, responsibilities & decision making guidelines

Questions?