Finance transformation: Driving business impact through your finance operating model

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1 Finance transformation: Driving business impact through your finance operating model Koen de Rijcke Vice President France & Benelux Business Leader, Genpact Europe Brussels, 21 May 2014

2 Genpact Who we are Global organization Spun off from GE in 2005 Listed on NYSE in 2007 ('G') 2013 revenue of 2,1 bn USD Growing at CAGR of approx.18% Industries served Banking & Financial Service Capital Markets Insurance Life Sciences, Healthcare Consumer Goods Manufacturing and Services Hi-Tech Service Portfolio Enterprise Processes Finance & Accounting Procurement, Supply Chain Enterprise Technology Core Industry Operations Service Lines Business Process Management IIT Application and Infrastructure Service Process Consulting Analytics and Research Risk Consulting 800+ Clients (110+ Fortune 500) 70+ Countries served 18 (1) delivery countries 70 delivery centers 62,000+ employees (2) 30 languages PROCESS ANALYTICS TECHNOLOGY 2014 Copyright Genpact. All Rights Reserved. 2

3 Key Global Business Services Trends Trends 1. Progressive emergence of true Global Business Services (GBS) organisation Shared Services evolve from covering one or two functions to cross-functional scope coverage From country/regional SSC s to a single Global Business Services Organisation Move to end-to-end process management 2. Sustained focus on driving process efficiency Making Lean Six Sigma part of the operating DNA Introduce best of breed enabling technologies Leverage analytics and combine with innovative technologies 3. Increased focus on generating on generating value / business impact beyond operating cost reduction 4. Evolution in sourcing model Hybrid delivery models Sustained increased leverage of offshore locations Reduction in transaction processing centers but increase in onshore hubs PROCESS ANALYTICS TECHNOLOGY 2014 Copyright Genpact. All Rights Reserved. 3

4 Moving from one to multiple functions Global Business Services Expertise/Consultative High Touch Services Routine, Front-Office Services STRATEGIC IMPORTANCE, CUSTOMER CONTACT PURCHASING Supplier evaluation Strategic sourcing Supplier negotiations LEGAL Counselling Litigation Intellectual property protection TAX Planning COMMUNICATIONS Investor relations Expertise/Consultative Low Touch Services Emerging candidates ANALYTICS Commercial Analytics Supply Chain Analytics FINANCE Budgeting Financial reporting Management reporting Audit Finance IT Application development Telecommunications Technical infra development SALES OPERATIONS Collections Order entry Invoicing Contract Management ACCOUNTING Accounts payable Accounts receivable General ledger Fixed assets External reporting T&E processing Cost accounting HR RELATED Payroll processing Benefit admin Expat admin Master data mgmt Traditional candidates PURCHASING Purchase order processing Contract admin. TREASURY Cash management Payment processing Maturing candidates TAX Filing Administration IT Applications maintenance Data processing Help desk Routine, Repetitive, Back-Office Services COMMODITIZATION, STANDARDIZATION PROCESS ANALYTICS TECHNOLOGY 2014 Copyright Genpact. All Rights Reserved. 4

5 10 critical levers for the optimum F&A operating model PROCESS ANALYTICS TECHNOLOGY 2014 Copyright Genpact. All Rights Reserved. 5

6 10 critical levers for the optimum F&A operating model 1. Directional Strategic Alignment Governance 2. Operational Target Process Model Technology Information Controls Change Management 3. Structural Target Organization Model Global Leverage People PROCESS ANALYTICS TECHNOLOGY 2014 Copyright Genpact. All Rights Reserved. 6

7 10 critical levers the desired end stage Directional Strategic alignment Align strategy of Finance operating model to business priorities Differentiate btw core and non-core Governance Right Governance boards Measurement Framework Operational Target Process Model Structural Global processes standardization Global Process end to end ownership Controls Technology Optimized Controls Control/ Risk Monitoring Common Financial Application Suite Best-in-Breed bolt-on tools Change Management Information Data ownership and standards Data quality Mechanism for change readiness, Invest in new skills Target Org. Model organization for to-be process performance Competency Framework Global Leverage External insights and industry perspectives Optimal mix for resourcing People Acquire / retain skills and talent globally and locally PROCESS ANALYTICS TECHNOLOGY 2014 Copyright Genpact. All Rights Reserved. 7

8 Thank You Koen de Rijcke Vice President France & Benelux Business Leader, Genpact Europe Mobile: