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Defining the Finance Organization

Deliver Financial Excellence and best practices consistently through strategy, people, processes and intelligent systems

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Our solutions

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仅过去6个月,这家诞生于澳大利亚的公司不断从亚马逊(Amazon)、贝宝(PayPal)、谷歌(Google)和Twitter挖角,其高管团队的实力由此大大增强。同时,它还与行业领导者Magento公司签署了一项备受关注的协议,后者承诺将为该公司引入数以千计的新客户。它最近撤销了旧金山新办公室的租约,由于人员扩张非常快,如今公司需要的办公空间已是当初预期的3倍。

 

Approach

Designing a finance organization and its target operating model is not drawing boxes on a sheet of paper and is more than an organization chart that delineates the direct and indirect reporting relationships between different positions. Deloitte’s structured approach on Finance Organization provides a common view on the target business organization and defines or clarifies your vision and how the strategy can be operationalized.

 

CFOs also have to address multiple stakeholders and conduct their teams towards more business partnering, enhancing proactivity in seeking value creation for the organization from a Finance perspective. This deeply impacts how finance would like to execute its 4 main roles (also called “4 faces of the CFO”): Strategist, Operator, Steward and Catalyst.

 

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  • Finance organization structure: your organization’s efficiency and effectiveness is heavily determined by its organizational structure of which characteristics are the organization model (e.g. functional vs. process), the number of layers (organizational levels having supervisory responsibilities) and the span of control (the number of people reporting directly to one individual).
  • Systems & information: we help you assess the level of maturity of your technology and identify areas for improving the way systems are supporting people and processes: process automation, simplification and system rationalization are key examples of areas of focus.

Client Benefits

  • Executive clarity - having a common language for communication, comparison & change as well as a clearly defined understanding of the business. It also outlines the future size & shape of the organization.
  • Local finance transformation & optimization - opportunity to truly optimize the size, shape, structure and delivery of the business.
  • Strategic finance cost reduction – deeper than short-term cost cutting, a review of all Finance & Operations (incl.sourcing) is required to fundamentally change the cost/income ratio.
  • Getting the ‘house in order’ – anticipating in order to have a clear articulation of the organization’s composition and its’ base lining.
  • Strategic re-orientation – systemic issues within the organization and major corporate re-directions will require some unconstrained thinking.  Reorganizing the Finance enables this process.
  • Acquisition consolidation – a Finance Reorganization will highlight where the operational and IT synergies will come from and support the integration process.