In the past finance transformation aimed to create cost savings: cutting costs, gaining efficiencies, setting up the right controls and risk-management procedures. In the modern day, of fast operational and organizational change, it is that and more. Today it’s about lean processes that quickly transfer data into financial intelligence. A third dimension, stem from the increased recognition that finance processes are to support the Enterprise Risk Management Framework more fluidly. Today, Finance and IT are far more integrated, thus finance transformation includes a focus on enabling corporate strategy, capital efficiency and competitive growth in the marketplace. Improving business efficiencies is more than just making a few process changes. It's understanding the wider strategic and implementation impacts on finance, capital, risks and change management that is of paramount importance in a business environment that is challenged by constant change, market dynamics, technology and all-important changing client behavior, market share and sales growth.
Finance Transformation has evolved into Integrated Finance Transformation. In the past, IT and Finance were independent “blocks” of the same organization. The world is becoming more cohesive through technology disruption that is upsetting many business functions. Over the past decades, Finance and IT has become more integrated as ERP systems, risk management requirements, and compliance requirements are converging. This trend will continue and the resulting business challenges, stemming therefrom, will compound. CFO's should have their eyes on the future supported by fluid financial information about the business, -past, -today, and its future. That’s where my diversity and experience in finance transformation services support your financial information needs. There are few skills and talent that brings diversity combined with the “sweet spot” of finance, systems and information technology integration.
Finance Transformation and integration efforts are challenging at best. It begins with defining what and why change is needed, followed-up by, with the development of a roadmap that depicts the envisaged impacts resulting from transformation. It needs the distinct ability to relate the nature of the change to strategy and the drivers of efficiency, growth, profitability, and value. It necessitates the ability to reflect on connecting impact points. Business transformation describes the way businesses and organizations radically change, because of strategic developments and the need for change driven by external organizational factors. The processes, tasks, projects and actions reflect on the effort to realign the business with specific goals. This involves complex changes to systems, processes, people, roles, client service delivery models, reporting (financial & compliance) and governance structures. These, need to be considered to produce the desired outcome within the transformation, and require financial processes to be sufficiently agile to continue to support financial information, required at various transactional and information points, throughout the business. For finance to do its part, to enable business model change, senior leadership and transformation skill is needed — All more using my experience, skills and talents, to create value, by improving underlying financial processes while building stakeholder trust. With my engagement, these broad requirements are met.
