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Capgemini's Finance Vision 2020 presentation of Liesbeth Bout and Klaasjan Doeswijk for the Summer Academy session of the Dutch Controllers Institute, held on August 3, 2009/
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Capgemini Consulting is the strategyand transformation consulting brandof Capgemini Group
Finance Vision 2020
Klaasjan DoeswijkLiesbeth Bout
August 3, 2009
Agenda
15:00 Introduction
15:10 Finance Vision 2020
15:30 Workshop: The impact of Finance Vision 2020 for you
16:00 Presentation of findings
16:30 Discussion
16:50 Wrap-up & Evaluation
17:00 Closing
2August 3, 2009
Controllers Insitituut Zomeracademie
Introduction Finance Vision 2020
The finance function is transforming rapidly under the influence of:- Emerging global markets;
- Advances in technology;
- Changing socio-political landscape
Many of these developments will drive the way a CFO works and lives. What is the future role of the CFO in a changing environment?
- We wanted to know and assembled creative thoughts of a diverse group of people.
The finance Vision elaborates on the future role of the CFO in a changing environment- From megatrends, towards the impact on your organization and your finance function.
- The finance vision is a state of mind; raising questions on the future and about being prepared for the future
3August 3, 2009
Controllers Insitituut Zomeracademie
Today is about sharing our thoughts with you on the future of Finance, about raising questions on your finance functions and discussing the future of Finance!
We foresee 4 megatrends towards 2020
5August 3, 2009
Say goodbye to blue, here is green
Balancing security and openness
Real and Virtual world
Drive for excellence and talent and stop mediocrity
Controllers Insitituut Zomeracademie
0 is about environmentally friendly and the exhausting of natural resources
6August 3, 2009
Controllers Insitituut Zomeracademie
Finance Function Master plan 2020 from trends and drivers
7August 3, 2009
What will you do as CFO to commit to the 3 times 20% objective by 2020 meaning 20% less energy consumption, 20% less CO2 and 20% share of renewable energy?
0
Controllers Insitituut Zomeracademie
1 is about balancing security and openness
8August 3, 2009
Controllers Insitituut Zomeracademie
Records Management
Finance Function Master plan 2020 from trends and drivers
9August 3, 2009
1
What will you do as CFO to balance our desire for openness and our fears of terrorism, extremism and other threats to our security? BCM in place?
Controllers Insitituut Zomeracademie
Balancing security and openness
2 is about bringing the real and virtual world more together
August 3, 2009
Controllers Insitituut Zomeracademie
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Finance Function Master plan 2020 from trends and drivers
11August 3, 2009
2
How will the ever increasing influence of internet and the introduction of the Virtual Personal Assistant (VPA) that connects the physical with the virtual world impact
on you as CFO?
Controllers Insitituut Zomeracademie
Bringing the real and virtual world more together
Avoiding the 6- by having a drive for excellence and talent and stopping mediocrity
August 3, 2009
Controllers Insitituut Zomeracademie
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Finance Function Master plan 2020 from trends and drivers
13August 3, 2009
6-
Are you as CFO able to attract and retain the most talented, experienced and skilled people in this highly mobile world full of demographic shifts?
Controllers Insitituut Zomeracademie
What do CFO’s think of what they will be doing in 2020
August 3, 2009
What’s Cool Decision maker at the forefront, to be perceived
as a Chief Value Officer who can contribute to the strategic debate
Focus on people management, value, risks, integrity, growth, innovation and on external challenges
Daily activities include checking the dashboard, ensuring compliance, inspiring and coaching people in the team, judgement and managing external relations with shareholders and investors
The CFO's team consists of diverse people from different nationalities and cultural backgrounds
His KPIs are no longer solely measured in Euros. Other KPIs include reputation and company image, corporate social impact, financial performance and employer value.
What’s not Cool It is not cool to perform routine tasks; these will
be automated.
To work long hours in a fixed working environment.
Excessive travel times
Explaining (new) accounting rules to shareholders
Being overloaded with information.
Controllers Insitituut Zomeracademie
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The CV of the CFO in 2020
August 3, 2009
Controllers Insitituut Zomeracademie
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How could the Finance Transformation journey towards 2020 look like?
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Workshop : the impact of Finance Vision 2020 for you
Given the megatrends as discussed and
Knowing your company’s long term strategy
Using your own ideas, thoughts and opinions ...
We have four groups, each formed per branch
List those impacts, have them discussed and prepare for a report out on a flip-over (5 min.)
The overall time for this assignment is 30 minutes.
(*) think off scope of work, place of work, way of working, required competences, etcetera.
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What will be the impacts* of Finance Vision 2020 in your own finance organization?
Workshop: Break-out Groups
Group 2: Financial Services & Vastgoed
De heer P.M.T. Dinnissen RA Domus VVE Beheer V.O.F.
De heer drs. R.J.M. Gerritsen RC ING Real Estate
Mevrouw drs. A.E. van der Slik RC BNY Mellon Asset Servicing B.V.
De heer drs. G.M. van der Veen RC
ING Groep N.V.
Group 1: Professional ServicesMevrouw drs. M.S. Bouwsma RA Interim controller/manager
financiën
De heer drs. R.C. Clement RA BOVAG
Mevrouw drs. M.H. Joosen RC KPMG Management Services B.V.
Group 3: Industry / WholesaleDe heer drs. A.H. Breijs RA EdeA v.o.f.
De heer J.O.A. Bubberman RA Smurfit Kappa RapidCorr Eindhoven B.V.
De heer drs. R.P. Jongbloed RA PPG Architectural Coatings EMEA Region Northern Europe
De heer ir. A.W.G.M. van der Velden RA
DAF Trucks N.V.
Group 4: Industry / OverigDe heer drs. W.P. Keuper RC DHL Exel Supply Chain
De heer F.S. Streppel RA Machinery Products and Development Holding B.V.
De heer drs. J. Vermeulen RA Unifine Food & Bake Ingredients B.V.
Mevrouw S.J.W. Vos-Poppelaars RA
TNO Industrie
De heer drs. G.J. Schouten RA Drs. Gerald J. Schouten RA Accountancy
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Controllers Insitituut Zomeracademie
•Duurzaamheid
• Imago; uitdragen, zichtbaar maken (mgmt. rapportages)
• Mileubewustzijn vs kosten
• Maatschappelijke verslaglegging
•One World
• Risicomanagement; info beveiliging
• Betrokken zijn (als FIN) bij uitvoering
• Andere bronnen van informatie
•Twee werelden
• Thuisweken, files ontwijken, minder reizen
• Virtuele wereld als kennisbank
• Kennis delen
•Geen middelmatigheid focus op excellent
• Inhuren specialisten
Workshop: Report out break-out group 1 Group 1: Professional ServicesMevrouw drs. M.S. Bouwsma RA Interim controller/manager financiën
De heer drs. R.C. Clement RA BOVAG
Mevrouw drs. M.H. Joosen RC KPMG Management Services B.V.
Maatschappelijke verslaglegging- Hoe duurzaamheid zichtbaar te maken?
Risicomanagement/ beveiliging belangrijker
Nieuwe informatiebronnen/ meer toegang tot informatie
Meer van afstand werken
Standaardisatie/ operational excellence
Vertaling bedrijfsprocessen financiën belangrijker
Het werk van een CFO wordt breder leuker!- “Je mag je overal tegenaan bemoeien!”
- Wel zorgen dat je financieel niet uit de bocht vliegt, boekhouden blijft key (hoe worden de cijfers van onder af aan opgebouwd?)
Het werk van CFO wordt breder, dus leuker! Je mag je overal tegenaan bemoeien!
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•O: Duurzaam
maatschappelijk verantwoord
Produkten
•1:_
•2: Management Info real time/ online
•6-: Liever klein blijven met minder maar wel met goede mensen
Workshop: Report out break-out group 2
Duurzaamheid/ MVO wordt belangrijk- Groene produkten … ook in bancaire sector?
Information- Real time rapportages zullen toenemen
- Standaard rapportage daardoor afnemen
6- moet je altijd groter willen groeien? Of juist kleiner willen blijven in het belang van het bedrijf/ behouden van mensen?
Group 2: Financial Services & Vastgoed
De heer P.M.T. Dinnissen RA Domus VVE Beheer V.O.F.
De heer drs. R.J.M. Gerritsen RC ING Real Estate
Mevrouw drs. A.E. van der Slik RC BNY Mellon Asset Servicing B.V.
De heer drs. G.M. van der Veen RC ING Groep N.V.
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Controllers Insitituut Zomeracademie
1.Centralisatie van functies
2.Globalisering
3.Milieu gedreven beslissingen
4.Uitbreiding regelgeving
5.Centrale rol CFO
Workshop: Report out break-out group 3
Centralisatie van functies (waaronder financiële functie) neemt toe
Globalisering neemt toe
Meer milieu gedreven beslissingen:- Nu productie over de wereld verspreid centraliseren? impact op/
van transportkosten?
Uitbreiding regelgeving
Centrale rol CFO (centraal in organisatie):- Financiële functie wordt slanker en centraler
- # lokale CFO’s/ FD’s zal afnemen
- CFO meer betrokken bij visionair/ strategisch beleid (meer centraal i.p.v. decentraal)
- Krijgt grotere rol in andere processen (bijv. logistiek/ planning)
- Minder financieel specifiek/ breder ingezet met focus op finance
Group 3: Industry / WholesaleDe heer drs. A.H. Breijs RA EdeA v.o.f.
De heer J.O.A. Bubberman RA Smurfit Kappa RapidCorr Eindhoven B.V.
De heer drs. R.P. Jongbloed RA PPG Architectural Coatings EMEA Region Northern Europe
De heer ir. A.W.G.M. van der Velden RA
DAF Trucks N.V.
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Controllers Insitituut Zomeracademie
6-•Onderscheidend (top)vermogen wordt steeds belangrijker; hoe (internationaal) talent recruitment (incl. retaining) te faciliteren?
•Operational excellence risico’s (doorslaan ambities/ ongebreidelde gretigheid) CFO rol vraagt/ eist meer procesbesturing/ beheersmaatregelen
•Soft skills (CFO) worden belangrijker
•CFO acteert meer discipline overstijgend
•Financiële functie krijgt belangrijke ‘filter functie’ rondom ‘leading indicators’
Workshop: Report out break-out group 4
Je moet onderscheidend zijn om bij de top te blijven horen
Operational excellence om bij top te blijven
CFO bewaakt (procesbesturing/ -bewaking) doorslaan ambities/ doorslaan in gretigheid
Hoe (internationaal) talent aan te trekken (en lokaal te laten werken of kennis af te tappen) meer faciliteren i.p.v. binnenhalen
CFO moet denken/ acteren in disciplineoverstijgende zaken
Indicatoren vaststellen voor rapportage
Softskills (overtuigen/ argumenteren) worden belangrijker minder toekomst voor teruggetrokken boekhouders!
Group 4: Industry / OverigDe heer drs. W.P. Keuper RC DHL Exel Supply Chain
De heer F.S. Streppel RA Machinery Products and Development Holding B.V.
De heer drs. J. Vermeulen RA Unifine Food & Bake Ingredients B.V.
Mevrouw S.J.W. Vos-Poppelaars RA
TNO Industrie
De heer drs. G.J. Schouten RA Drs. Gerald J. Schouten RA Accountancy
23August 3, 2009
Controllers Insitituut Zomeracademie
Evaluatie:Wat was het meest opvallend? Wat neem je mee naar huis?
Ontwikkeling regelgeving
Risk Management in ‘One World’
Toenemende milieudruk (kosten/ regelgeving/ vestigingsplaatsdiscussie) op bedrijfsleven
4 trends en de doorvertaling
Toenemende belangrijkheid milieu/ duurzaamheid
4 trends (deels al gaande) maar m.n. de doorvertaling op de CFO functie
Praktisch/ handvat om discussies te hebben met klanten
6- wat afgezaagd, kan ik niets mee
Hoe de samenwerking over disciplines vorm te geven?
Discussie over welke CFO skills nodig zijn
Discussie over verschillende rollen als controller en wat nodig om die rol op te pakken
Toename milieugedreven beslissingen; dichterbij dan op 1e moment gedacht
6- als handvat voor excellereren
Er moet een herdefinitie voor groei komen
Verbazing of angst voor toename regelgeving
Discussie over verdwijnen van controllersfunctie; aardig om eens verder over na te denken
Schema 4 trends aardig; discussie met elkaar over hoe alles op elkaar inspeelt waardevol
Discussie over impact trends op jezelf/ je eigen rol/ functioneren
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Capgemini Consulting is the strategyand transformation consulting brandof Capgemini Group
Appendix
August 3, 2009
Socio-economic mega-trends will change global environment impacting business models of companies
Global mega-trends 2020
Source: Capgemini Consulting: Finance Vision Workshop 8th and 9th September 2008
Virtual world and work methods
• Innovative collaboration-/ communication methods
• New markets are opened, more customers can be reached
• Need for new mobility concepts and adjusted business models
• New requirements on employee’s skills
Growing know-how and technology
• Shorter technology cycles posing higher demands on education and continuous learning
• Increased ‘war for talents’• Innovative technology allowing for
higher transparency and increases information
• Stronger influence of society by economy
Growing environmental & health awareness• Increasing social responsibility• Need for CO²-neutral processes,
products and investments• Ageing of the working population• Increasing focus on health and wellness
Increasing globalization
• Higher complexity and diversity of markets
• New players and business models in the market
• New forms of international industrial collaboration
• Global convergence of cost structures• New competitors and substitutes for
services and products
Growing world population
• Increased urbanization creates new metropolises
• Access to new workforce reservoirs • Migration leads to social, religious and
ethic diversity of employees• Geographical shift of markets• Shift in relevance of products and
services
Global Trends2020
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Finally, future finance organizations will be effected and have to react on increased complexity and need of improved transparency
Impact of global trends – Finance 2020
Virtual world and work methods
Changing knowledge
Growing environmental & health awareness
Increasing globalization
Growing world population
= Strong impact on finance organizations= No impact on finance organizations
Currentfinance organization
Influence of global trends on the finance organization
Source: Capgemini Consulting: Finance Vision Workshop 8th and 9th September 2008
Challenges for finance organizations
• Management of a highly globalized finance organization
• Provision of structured information to create transparency for a global and complex organization
• Increase in importance of external information and external stakeholders
• Broadened value spectrum e.g. including environmental aspects
• Stronger integration of the finance organization as a value advisor
• Increased importance of risk and control aspects in a volatile and changing environment
• Increased support for the assessment of innovations
• Need for continuous change and adaptation
• Recruitment, development and retention of highly qualified employees
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Controllers Insitituut Zomeracademie
Sustain Predict Build Create
Scorekeeper Monitors performance versus targets Challenges transactions and reporting as
required Ensures compliance with regulatory and
financial reporting standards
Scorekeeper Monitors performance versus targets Challenges transactions and reporting as
required Ensures compliance with regulatory and
financial reporting standards
Operator Runs the finance function Ensures financial accounting and
reporting are fulfilled effectively and efficiently
Operator Runs the finance function Ensures financial accounting and
reporting are fulfilled effectively and efficiently
Business Partner + identifies opportunities to
enhance financial and business outcomes
+ Identifies areas & ways to improve financial outcome can be improved
+ shapes decision to ensure alignment between business & shareholder expectations
Business Partner + identifies opportunities to
enhance financial and business outcomes
+ Identifies areas & ways to improve financial outcome can be improved
+ shapes decision to ensure alignment between business & shareholder expectations
Business Partner/Catalyst + shapes decision to optimum
business and financial outcomes
Releases value in other functions
CFO behaviour will be closely scrutinised and they should set a good example to the organisation
The best CFOs lead from the front, championing corporate vision and stimulating organisational behaviour to achieve objectives
Business Partner/Catalyst + shapes decision to optimum
business and financial outcomes
Releases value in other functions
CFO behaviour will be closely scrutinised and they should set a good example to the organisation
The best CFOs lead from the front, championing corporate vision and stimulating organisational behaviour to achieve objectives
Operator + Integrator Operates & integrates cross
functionall perspectives Uses fiinancial acumen to balance
competing interests
Operator + Integrator Operates & integrates cross
functionall perspectives Uses fiinancial acumen to balance
competing interests
Steward Ensures KPIs are appropriate and
linked to business objectives Set direction and guide the business
to achieve strong financial performance
Actively identify areas of risk and concern
Provides information to enable decisions
Ensures balance between delivery of short, medium and long terms objectives
Steward Ensures KPIs are appropriate and
linked to business objectives Set direction and guide the business
to achieve strong financial performance
Actively identify areas of risk and concern
Provides information to enable decisions
Ensures balance between delivery of short, medium and long terms objectives
Custodian Acts as custodian of shareholder assets Prevents activities that create
unacceptable financial risk Contorls the cross business cost agenda Monitors application of controls across the
business
Custodian Acts as custodian of shareholder assets Prevents activities that create
unacceptable financial risk Contorls the cross business cost agenda Monitors application of controls across the
business
Operator + Talent Manager Talent Manager - recognises,
recruits, retains and develops finance talent
Builds capability throughout finance
Operator + Talent Manager Talent Manager - recognises,
recruits, retains and develops finance talent
Builds capability throughout finance
Advisor/Business Partner Advises on the financial impact of
decisions as a member of the top team
Advisor/Business Partner Advises on the financial impact of
decisions as a member of the top team
Operator Manages forecasting & budgeting
activity Ensure all KPI’s aligned top down and
across the business
Operator Manages forecasting & budgeting
activity Ensure all KPI’s aligned top down and
across the business
Strategist Provides input to corporate strategy
development and long term target setting Highlights financial considerations of
business strategy
Strategist Provides input to corporate strategy
development and long term target setting Highlights financial considerations of
business strategy
Strategist + highlights areas where corrective
action required to achieve shareholder and business goals
Strategist + highlights areas where corrective
action required to achieve shareholder and business goals
Strategist + identifies alternatives to deliver
stronger financial and business outcomes
Strategist + identifies alternatives to deliver
stronger financial and business outcomes
Strategist + truly understand their industry + business & financial input best possible outcome across the
business
Role Model Model of sound financial judgement
Role Model Model of sound financial judgement
Role Model + critical friend
Role Model + critical friend
Role Model + trusted advisor
Role Model + trusted advisor
Role Model + champion of the corporate vision
Role Model + champion of the corporate vision
Investor Relations Manager Identifies and releases value from
partner/shareholder/alliance relationships
Investor Relations Manager Identifies and releases value from
partner/shareholder/alliance relationships
Investor Relations Manager Ensures delivery against forecast Actively manages shareholder/partner
perceptions
Investor Relations Manager Ensures delivery against forecast Actively manages shareholder/partner
perceptions
Investor Relations Manager Maximises value by setting out clear
financial agenda and ensuring delivery against expectations
Investor Relations Manager Maximises value by setting out clear
financial agenda and ensuring delivery against expectations
Investor Relations Manager Ensures accurate reporting and integrity of
shareholder reporting
Investor Relations Manager Ensures accurate reporting and integrity of
shareholder reporting
Custodian/Scorekeeper/Steward Promotes control framework and
application of controls across the business
Custodian/Scorekeeper/Steward Promotes control framework and
application of controls across the business
Custodian/Scorekeeper/Steward Creates & monitors frameworks to
ensure accurate accounting & financial probity
Custodian/Scorekeeper/Steward Creates & monitors frameworks to
ensure accurate accounting & financial probity
Increasing focus
Advisor/Business Partner + shapes decision to ensure alignment
between business & shareholder expectations
Advisor/Business Partner + shapes decision to ensure alignment
between business & shareholder expectations
Role of the CFO – best practice
CFOperspective
The future CFO will become a value partner covering all dimensions of the company
People
IT
Dynamic organization including‒ Value Office‒ Control and Risk Office‒ Support Office‒ Transformation Officein order to pro-actively meet future challenges
“Industrialized” processes will generate the requested internal and external services
The CFO acts asdata & information architectdefining and securing consistent finance-relevant data infrastructure
A global and harmonized IT landscape is the backbone for the future organization
The strategic advantage of the CFO organization in 2020 will be reached through flexible and highly qualified people
Source: Capgemini Consulting: Finance Vision Workshop 8th and 9th September 2008
Data & information
Services&
Processes
Organization
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The future CFO will adapt the financial organization in order to pro-actively meet the pending challenges
Organization – Finance 2020
CFO organization
Control and Risk OfficeSovereign functions and
risk management
Transformation OfficeInternal driver for change to allow for constant adaptation and progressive evolution
towards high efficiency and effectiveness
Support OfficeOffers “industrialized”
services
Value OfficeIntegrated manager of corporate values in an
holistic wayS
tra
teg
ic i
mp
ac
t
Operational impact
Value Partner
Mandatory function
Transaction factory
Source: Capgemini Consulting: Finance Vision Workshop 8th and 9th September 2008
Challenges for finance organizations
• Management of a highly globalizedfinance organization
• Provision of structured information to create transparency for a global and complex organization
• Increase in importance of external information and external stakeholders
• Broadened value spectrum e.g. including environmental aspects
• Stronger integration of the finance organization as a value advisor
• Increased importance of risk and control aspects in a volatile and changing environment
• Increased support for the assessment of innovations
• Need for continuous change and adaptation
• Recruitment, development and retention of highly qualified employees
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Ch
arac
ter
of
serv
ice
off
erin
gThe CFO organization offers all its service within a distinct set of roles in order to allow for an optimized interaction with the business
Service Portfolio – Finance 2020
Transformation Office
Support office
• Accounting• Standard controlling services• Intercompany accounting• Cash management / cash pooling • CO2-accounting
Control and risk office
• Corporate guideline, standards, methods
• Information architecture• Corporate governance and legal
requirements• Sustainability policy
Value office
• Group accounting / controlling• Information management• Treasury • Investment / initiative Controlling• “Green” controlling
Val
ue
par
tner
So
vere
ign
fu
nct
ion
Tran
sact
ion
fac
tory
• Risk management on business level‒ Financial risks‒ Business risks‒ Environmental risks
• Financial advisory
• Value management• Forward visibility• Financial advisory• Mergers and acquisitions • Investor management• Ext. stakeholder management
♦ Change management♦ Business case / benefits tracking
♦ Program office♦ Plan / design / build♦ Continuous improvement programs
♦ Potentially new function / Service within the CFO Organisation
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Within the global CFO organization financial data travels along the globally standardized process stream in real time
Process and data – Finance 2020Focus on quality• Concentration on value adding activities• Harmonization of coordination instruments and data pool
Industrialization of the business processFocus on costs, quality and speed• Economies of scale• Labour arbitrage• Specialization, standardization and automation
One “language” in the finance organization:
• Data travels along global process stream in real time
• Standardized processes and internationally harmonized data pool
• Transparency concerning sources, quality and availability of data
• Enhanced quality and reduced coordination costs
Support office
Value office
Tra
ns
form
atio
n o
ffice
Da
ta
Control and risk office
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The relevant HR processes to support the organizational transformation allow for better employee fit, higher job satisfaction & better performance
People – Finance 2020
Career model Staff development Incentives & retentionRecruiting & staffing
“Accelerating incentive”
“MBA” profile
Cross functional development
programs
Building global leaders
Focused selection
Val
ue
off
ice
“Accountant” and/or
“Controller” profile
Standardized contracts
“Training on the job”Building old-hand experts
“Mass” -recruiting
Su
pp
ort
off
ice
Basic profile
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The future CFO takes over different roles within the organization
The CFO – Finance 2020
Global Information Architect & Broker
The CFO ensures full awareness of internal and external perception and information
Chief Value Officer
The CFO acts as CVO - responsible that value is managed and measured at desired levels throughout the company and its network
True Leader
The CFO guides the entire CFO organization according to one conjoint vision
Ambassador of and to Capital Markets
The CFO actively mediates the mutual demands between the capital markets and the company
The CFO stands for the financial vision of the company and communicates this inside and outside the CFO organization.
• Lead finance-relevant aspects inside the whole organization
• Commit the CFO organization to a unifying mission globally and across cultures
• Mediate the financial world and the executive board
• Manage the portfolio of investors• Watch out for business and financial risks
• Act as value officer in various financial and non-financial dimensions
• Drive innovation and performance to foster value for all stakeholders
• Provide world-wide business-tailored information
• Extensive use of IT architecture as backbone of data & information network
CFO
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In order to achieve this Finance Transformation the CFO needs to operate into two strategic directions
The strategic directions of the Finance Transformation
Focusing transaction services on increasing efficiency and effectiveness “industrialization”
Value adding services that elaborate or enhance the competitiveness of the core business
Value office
Support office
“Bei
ng bet
ter”
“Being cheaper”
Strengthen the finance function and competitive position
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The strategic directions are mutually reinforcing by becoming better in adding value and simultaneously getting better and more efficient
Finance Transformation targets
Source: Capgemini CFO Study with several large European companies
... by providing highly specialized services customized to the specific requirements of the business
... become a “Value Partner"
• Take part actively in strategic and operative decision making
• Develop Finance strategy that supports business strategies
• Provide forward oriented management information
• Coach the business in solving complex problems
• Extend the core competenciesof business units
Study: over 70% of CFOs regard better decision support as key driver for change1
... by providing highly standardized, high quality services, optimized for maximum transactional volume
... become a "Transaction Factory"
Study: over 60% of CFOs see the need for better service quality and lower costs1
Target: Being better... Target: Being cheaper...
• Push for industrialization• Adopt modern, harmonized
processes and technologies• Maintain consistently high quality
level, strive for continuous improvement
• Generate new sourcesof revenue by servicing 3rd parties
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A wide range of potential transformation tasks is necessary to perform a Finance Transformation
Potential transformation tasks
Organization Data & Information IT PeopleServices & Processes
Va
lue
Off
ice
• define necessary people portfolio
• free talents and recruit your vision
• energize and develop people
• improve leadership skills
• implement finance portal to support business partner and consulting model
• implement flexible tools for business modeling and simulation
• implement tools for operational research(external information)
• offer business partner and consulting services (project)
• value management beyond value based management (e.g. intangible assets, sustainability, “green”)
• implement processes to secure better forward visibility
Su
pp
ort
Off
ice
• establish workforce management
• implement retention management
• offer standardized training packages- accounting / controlling- process- application
• implement network of business support centers- by geography- by service- by business unit
• utilization of internal service provider(SLA )
• split of sovereignty and service function
• implement standardized ERP systems
• implement standardized reporting and consolidationapplication
• implement standardized planning / budgeting application
• define standard set of data and information(information model)
• implement methods, processes and systems to secure- consistency- reliability- transparency- availabilityof defined data and information
• define standardized service portfolio allowing mass customization according to customer needs
• set-up industrialized service delivery
• implement a continuous improvement program
• establish Business Partner model andconsulting model
• build competence centers, transform individual know-how to organizational intelligence
• establish leadership to manage decentralized / virtual network
• elaborate external and intangible data & information
• develop future oriented information models to determine customer trends along the value chain
• provide simulation analytical reports (e.g. neural networks)
37August 3, 2009
Controllers Insitituut Zomeracademie
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