Management as Enabler Leading Your Team through the Change

Jamie Davies, Finance SSC Manager,

Computacenter

22 years in Finance,

Consulting, Coaching, SSC

CFO & Finance leaders face complex challenges

•Vast increase in available data

•Business demanding more

•Complex economic environment means path

to profitable growth not straightforward

•Value not just cost and P&L monitoring

•New & complex business model

Above the line needs a partner strategy

CatalystStimulate behaviour

across org to achieve strategic financial

objectives

StrategistProvide financial

leadership in direction and align financial

strategies. Key stakeholder in

business.

StewardProtect and preserve

assets of the organisation.

Regulatory compliance

OperatorBalancing capabilities,

costs and service. FP&A, accounting

expertise

ControlCurrent

Performance

Efficiency

ExecutionFuture

Performance

Value

Adapted from Deloitte Business Partnering Report 2012

Priority competencies

ExecutionFuture

Performance

Value

CatalystStimulate behaviour

across org to achieve strategic financial

objectives

StrategistProvide financial

leadership in direction and align financial strategies. Key stakeholder in

business.

Adapted from Deloitte Business Partnering Report 2012

Analytical

CapabilityCommercial

Acumen

Strategic

ThinkingRelationship

Management

NegotiatingInfluencing

Leadership reality - 1

Finance Business Partners are costly and

valuable resource, but spend most of their

time on data manipulation, reconciliations

and reports that are of no direct value to

the business.

This is typically caused by poor systems

and processes, but also a lack of

understanding about what activities will

drive value in the business.

Leadership reality - 2

New responsibilities are being added, by

my old ones haven't gone away...

I am expected to take this on and do what

I did before...and its not measurable...

It is hard to be a strategic CFO in the face

of an accounting restatement or controls

breakdown...

The team and therefore you cannot be successful as a premier

striker if your defence and midfield are not effective

So what can I do tohelp lead the change?

•Assess where you are today

ClarifyingCan the team make sense of what is

expected?

Do we know the value drivers and KPIs?

Do we have the right ERP / analytical enabling technologies?

CommissioningDo we know clearly what is expected of us

now, and in the future from our key stakeholders and what a good BP is?

Do we know where we can add value?

Do we have a seat at the table and buy-in?

Co-CreatingDo we have the right skills & capabilities

and training programmes?

Is our structure set up to enable or hinder this change?

What else is going on that either enables or hinders us?

ConnectingAre we able to demonstrated value?

Are we building relationships and engaging with stakeholders

Are we role modelling behaviours & practises and celebrating successes?

Core Learning

Outside

Finance

Within

Finance

People Focus

Task Focus

Top Down assessment

The reality CommissioningDo we know clearly what is expected of us

now, and in the future from our key

stakeholders?

Do we know where we can add value?

Do we have a

seat at the table?

“Just get it in” culture

Multiple stakeholders

Regional versus Divisional

No “one mind”

No overall vision buy-in

System before people

11

Exercise 1

Discuss and agree on your table

what are the top 3 challenges your

organisation faces to becoming better

Business Partners

So what can I do tohelp lead the change?

•Assess where you are today

•Start with small, current activities and build outwards..

13

You are already have opportunities to empower

Aged Debt

Problem

SSC

Credit

Terms

Billing

Quality

Finance

Other

Sales

Ownership

Product & Market Strategy

Contract Bid Process

Customer

P&L

Country P&LBusiness Strategy

Procure to Pay

Problems

Bid

P&L

Product

P&L

14

Exercise 2

Discuss and agree on your table

what are the 3 things you can already

do next week to start on your Business

Partnering journey

No one person has it all the skills and

characteristics necessary for perform

the modern day Finance Leader alone,

so get complementary skills in your

team.

Key message

16

Leadership

Dialogue

Senior

Manager

Dialogue

Team Based

Problem

Solving

Dialogue

Front line

Manager

Dialogue

Set Strategic Vision & Goals

Voice of the Business

Continuous

Improvement

Team

Coaching

Integrated approach

Top Down

Bottom Up

Practical Mindset changes for all levels

I’m a Top

I’m a Middle

I’m a Bottom

I’m a Customer of information

•Provide vision & empowerment to your teams and organisation

•Continually scan business context,

•become shapers of strategy, provide the voice of business into Finance

•Turn everyday problems into projects

•Initiate your own movement using CI or Lean methodology

•Coordinate effort, share information & lead across departments

•Use you unique position to see upwards, downwards, sideways

•Understand how things work and get involved in the solutions.

•Build Partnerships with those key who are key to the quality of

information you use.

In Summary:what can I do tohelp lead the change?

•Assess where you are today

•Create a vision, but don’t over-dream

•Start with small, current activities and build outwards..

•While addressing the big enablers medium term

•No one person has it all, so get complementary team