We had mentoring engagement to conduct a business turnaround, and provided techniques to reshape and revitalize the business. We were mentoring process optimization of Financial Shared Service Centre with ERP (such as SAP, Oracle and more) implementation and roll-out project. The typically centralised processes had been supported by ERP functionality in the central finance system for financial operation. We overcome resistance and drive adoption, and typically removes ‘pains’ such as: lack of agreement of transformation governance and stakeholder understanding leading to a fragmented approach; lack of transformation, change and agility mindset in leadership; conflict between perception and reality of digital skills, tools, methods and talent required and available.

Our responsibilities included FI/CO, taxation, treasury, internal control and IT function, etc. We set and defined the framework of organizational optimization goals. We developed financial strategy that was aligned with the organisation’s long-term plan, anticipated and supported business needs, and ensured appropriate resources were effectively allocated to expand capacity and improve productivity. We nurtured a culture of engaged people, delivery and achievement; enabled collaboration beyond the boundaries of an enterprise; created a culture of involvement, empowerment and connection to the business.

• Improved business agility and ability to rapidly respond to change and opportunity. We mentored the implementation of modules, including FI, BPC, COPA, SD, MM, QM and HCM.
• Increased credibility, confidence and influence across the business. We delivered ERP project management in scope management, schedule, resource, risks, issue resolutions, milestones reviews, status reports, continual improvements, ect.
• Digital transformation drives, moves and resets the organisation’s vision. Intercompany Reconciliation, Central Payments and Receivables Management, Central Project Reporting (WBS), Central Profit Accounting, and the ERP Financial Closing Cockpit provide further opportunity for efficiency.
• We designed processes in compliance with IFRS reports and local GAAP compliance.
• Avoided project stoppages due to lack of senior buy-in. We formalized the system governance framework.
• Removed risk of exclusion of stakeholders at any stage of the transformation. We created report templates to optimize how the organisation used the Six Capitals for value creation.
• Direct positive impact on internal and external customer satisfaction. The newly designed and improved financial functions typically included corporate accounting, FP&A, investor relations, management reporting, tax, treasury, finance HR and finance IT.

The company started to be operating with positive cash flow, followed with good profitability margin. It achieved set target and optimistic growth rate in align with macro economy and segment industry trend.

Typical areas where value is realised:

• Successful, timely delivery of evidence-based digital transformational outcomes; beyond digitization.
• More satisfied and engaged employees with increased retention and productivity. The establishment of financial shared service centre concentrated activities to optimize costs without compromising effectiveness and efficiency, and enabled the optimal combination of processes, technology and people.
• Driving a culture of innovation for easier and faster adoption of future digital trends. The optimization of FSSC reduced IT costs by 16%, achieved effective delivery against financial targets.
• Create an internal network of ‘champions’ or ‘transformers’. The business digitalization and big data management changed the mindset of the employees.

Pains typically relieved include:

• Budget availability affected by external change drivers and uncertain resource estimates.
• Lack of availability of the right people at the right time across both business and technology areas.
• The IT function is not aligned to the digital business strategy and vision.
• Cynicism, lack of buy-in and resistance to change.

• 3rd party delivery process

• Digital Enablement

• Automotive