finance vision 2020 - summer academy controllers institute

Capgemini Consulting is the strategyand transformation consulting brandof Capgemini Group

Finance Vision 2020

Klaasjan DoeswijkLiesbeth Bout

August 3, 2009

http://www.ci.nl/home.asp


http://www.nivra.nl/index.aspx?SiteID=322



http://www.nivra.nl/vera




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


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!


4August 3, 2009



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



0 is about environmentally friendly and the exhausting of natural resources

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Finance Function Master plan 2020 from trends and drivers

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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



1 is about balancing security and openness

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Records Management



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?


Balancing security and openness


2 is about bringing the real and virtual world more together

August 3, 2009


10



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?


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


12



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?



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.


14


The CV of the CFO in 2020

August 3, 2009


15


How could the Finance Transformation journey towards 2020 look like?

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Final thought …

17


August 3, 2009


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.

18August 3, 2009


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

19August 3, 2009



•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!

20August 3, 2009



•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.

21August 3, 2009



1.Centralisatie van functies

2.Globalisering

3.Milieu gedreven beslissingen

4.Uitbreiding regelgeving

5.Centrale rol CFO


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.

22August 3, 2009



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’


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



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

24August 3, 2009




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

26August 3, 2009



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


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

27August 3, 2009



28August 3, 2009


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


Data & information

Services&

Processes

Organization

29August 3, 2009



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


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

30August 3, 2009



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

31August 3, 2009



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

32August 3, 2009



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

33August 3, 2009



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

34August 3, 2009



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

35August 3, 2009



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

36August 3, 2009



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




www.capgemini.com/consulting

Copyright © 2009 Capgemini. All rights reserved.

Questions? Want to know more?Check www.financevision2020.com or call/ mail

LIESBETH [email protected]. +31 (0)30 689 0388

KLAASJAN [email protected]. +31 (0)30 689 7365

http://www.financevision2020.com/










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