ftofferingchartfy10

8/3/2019 FTOfferingChartFY10

1/23

22Finance Transformation Offerings Chart

Finance Transormation

Oferings Chart


2/23


3/23


CFOs Play Four Critical Roles in Companies

Catalyze behaviors across the organization to execute strategic andfinancial objectives while at the same time creating a risk intelligentculture.

Protect and preserve the critical assets of the organization andaccurately report on financial position and operations to internaland external stakeholders.

Provide financial leadership in determining strategic business direction,M&A, financing, capital market and long term strategies vital to thefuture performance of the company.

Balance capabilities, talent, costs and service levels to fulfill the financeorganizations core responsibilities efficiently.

As the catalysts of change in the finance function, CFOs stimulate and drive the timelyexecution of change in the finance function or the enterprise. Using the power of thepurse strings, they can selectively drive business improvement initiatives such as

improved enterprise cost reduction, procurement, pricing execution and other processimprovements and innovations that add value to the company.

As the stewards of corporate value, CFOs work to protect the vital assets of thecompany, ensure compliance with financial regulations, close the books correctly andcommunicate value and risk issues to investors and boards.

As the strategists of finance, CFOs take a seat at the strategy planning table andinfluence the future direction of the company. They are vital in providing financialleadership and aligning business and finance strategy to grow the business. In additionto M&A, capital market, and financing strategies, they can play a vital role in supportingother long term investments of the company.

As the operators of the finance function, CFOs have to operate an efficient and effectivefinance organization providing a variety of services to the business such as financialplanning and analysis, treasury, tax and other services.

In summary, CFOs require different leadership and organizational skills

Four Faces of the CFO

catalysts

stewards

strategists

As the operators of the finance function, CFOs have to operate an efficient and effectivefinance organization providing a variety of services to the business such as financialplanning and analysis, treasury, tax and other services.

In summary, CFOs require different leadership and organizational skills

Four Faces of the CFO


4/23


5/23


6/23


7/23


8/23


9/23


FT Offering

Functional Competencies

Consulting AERS Tax FAS

Finance TalentManagement

Description: Defining financeskills and competencies as anintegral part of the entity-wideapproach to human-capital plan-ning and management.

Value proposition:Create a

finance human resource vision,increase retention and alignfinance skill-sets with the organi-zations overall objectives.

IMO overlap: Talent

Develop and implement leading practicetalent management strategies to facilitaterecruiting.

Advise on managing and maintaining thefinance functions talent requirement so theyremain current and aligned with evolving busi-ness and regulatory environments, and overallbusiness objectives.

Define skills and experience requirementsfor technical finance, accounting, treasury,regulatory compliance and internal audit roles,including job descriptions, responsibilities, andcandidate screening.

Finance Training

Description: Developing aneffective training strategy todeliver and grow critical and

relevant finance and account-ing skills.

Value proposition: Alignfinance organizations skills withresponsibilities and changingenvironments to support theorganizations overall strategy.

Develop a finance training strategy and helpthe client execute that strategy, includingdeveloping a training curriculum, developingthe process around training the financedepartment, training the trainer, buildingbusiness cases in ethics, etc.

Define training requirements and develop anddeliver educational programs to maintain cur-rent finance, accounting, treasury, regulatorycompliance, internal audit and risk manage-ment skill sets.

Define training requirements and developand deliver fraud awareness and compliancetraining (FCPA, AML, FCA, environmental andgeneral fraud).

Finance Organization Oferings, cont.


10/23


11/23


12/23


13/23


FT Offering



Tax Compliance &Controversy

Description: Designing andimplementing processes toenhance tax process efficienciesand enable accurate tax calcula-tions, timely filings, and relatedreporting requirements.

Value proposition:Optimize

compliance processes, whilereducing exposure to materialweaknesses and misstatements.

Support the organizations process toprepare and review an array of tax filings,including federal income tax returns, stateincome tax returns, sales and use tax returns,and international reporting.

Assist tax function to understand and imple-ment leading practices in tax reporting andtax process efficiency.

Advise clients on best practices for preparingand storing audit ready work papers neces-sary to respond to Information Document

Requests (IDRs) during audit. Advise and implement tax software to fit the

organizations objectives and requirements. Develop and refine tax policies, procedures,

and standard work papers. Provide tax controversy support, includ-

ing analysis, monitoring, and tracking ofdisputes.

Tax Planning

Description: Designing and

implementing processes toenhance tax process efficien-cies and enable proactive taxplanning.

Value proposition: Optimizetax function structure, adapt-ability and activities in terms ofpeople, process and technology,while eliminating structural inef-ficiencies and allowing the taxfunction to focus on proactivetax planning strategies.

Assist the organization in developing andimplementing strategies for tax techni-cal planning for direct and indirect taxes.

Planning opportunities may include but arenot limited to strategies to enhance cashtax savings, create optimal tax structure forspecific transactions and facilitate effectivemanagement of an organizations effectivetax rate.

Finance Process Oferings, cont.


14/23


15/23


16/23


17/23


18/23


FT Offering



Finance Benchmarking

Description: Benchmarking theorganizations finance functionprocesses against leading orga-nizations.

Value proposition:Iden-tify potential areas for processimprovements to optimize ef-ficiencies of the finance function

as compared to organizationswithin the same industry or peergroup.

Gather metric data regarding performanceand efficiency of select finance processes.Provide detailed performance measures withaction-oriented recommendations.

Assess the management of risk and controlswithin an organization against leadingpractices, to improve the finance functionsefficiency and effectiveness.

Gather metric data relating to the perfor-mance and efficiency (e.g., size, capabilities,systems, budget, scope of coverage) of riskmanagement, internal audit, complianceprograms and treasury functions to identifygaps and provide action-oriented recommen-dations.

Perform an assessment of the tax functionsperformance relative to industry peers andprovide recommendations for potential areasof improvement.

Provide confidential assessment of the financefunctions capabilities relative to industry peersand norms.

Assess the finance functions utilization ofleading practices.

Provide recommendations on potential areasof improvement.

Assess the capability of the finance team(e.g., comparison to industry peers in terms ofanalyzing deals, quantifying commodity risk,etc.) and develop maturity models.

Finance Process Oferings, cont.


19/23


20/23


21/23


FT Offering



Finance Systems Risk& Controls

Description: Identifying theorganizations potential risksand designing and implement-ing methodologies to managethose risks.

Value proposition: Control andmitigate exposure to a broad

array of risks by leveragingtechnology solutions.

IMO overlap: Governance &Risk Management.

Design and implement a controlled processand systems environment to enable cost effec-tive management of risk (e.g., financial state-ment, internal controls, security governance,technology, and information security) and driveoperational, financial, and regulatory compli-ance.

Develop, implement, and test controls aroundthe intersection of finance systems and taxsystems.

Finance Systems Oferings, cont.

1 Also includes process-oriented services/competencies.


22/23


Finance Transformation Nerve Center New York, NY

212.492.3825 [email protected]

Sam Silvers

IMO Leader

Consulting

Philadelphia, PA

[email protected]

215.982.6596

Steven EhrenhaltIMO DC Lead

Consulting

New York, NY

[email protected]

212.618.4200

John Gimpert

IMO AERS Lead

AERSChicago, IL

[email protected]

312.486.2591

FT Leadership Contacts

Stephen Day

IMO Tax Lead

Tax

Boise, ID

[email protected]

208.422.1824

David PiperIMO FAS Lead

FAS

Washington, DC

[email protected]

202.378.5060


23/23


This publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this publication, rendering business,

financial, investment, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision oraction that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affili-

ates, and related entities shall not be responsible for any loss sustained by any person who relies on this publication.As used in this document, Deloitte means Deloitte LLP (and its subsidiaries). Please see deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its

subsidiaries.

Member of Deloitte Touche Tohmatsu. Copyright 2009 Deloitte Development LLC. All rights reserved.

ftofferingchartfy10

Documents