Re-engineering the roles and tasks of the Finance Officer
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ABF Singapore Conference on Finance Function Excellence Singapore, October 2009 *Finance and the company's Business Model *Finance and Strategic Planning *Finance and Resource Allocation and Optimization *Linking Finance with the Sales & Marketing Function
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Re-engineering the roles and tasks of the Finance Officer
- 1. RE-ENGINEERING THE ROLES AND TASKS OF THE FINANCE OFFICER Case Study, Concepts and Debatable Ideas Kenny Ong CNI Holdings Berhad
- 3. Re-engineering the major roles of the Finance Officer It’s all about expectations
- 4. Finance Role? Finance Officer SBUs, Divs, Depts Corporate HQ Strategy Results Request Service Policies Service
- 5. Finance Function Objectives? Transactional Cost reduction, Efficiency, Agility, Fast Copy AP, General Ledger, B/S analysis, Accounting, Fixed Assets, AR, Facilities Value-added Budgeting, Reporting, Financial Analysis, Forecasting, Tax, Legal, Treasury Consistency, Analysis, Value creation, customization Systems, Standardize, Benchmarking, ERP, Streamlining, Automation, Governance Best Practices Process improvement, service innovation, secondary KPIs, internal customers Transformation Market Leadership, Competitive Differentiation, Business model, M&A Direct Business Impact, primary KPIs, external customers
- 6. Finance Role vs. Measurement Transactional Cost reduction, Efficiency, Agility, Fast Copy Value-added Best Practices Consistency, Analysis, Value Process improvement, service innovation, secondary KPIs, internal customers Transformation Direct Business Impact, primary KPIs, external customers Time Cost Quantity Quality
- 7. Finance Role vs. Measurement Transactional Cost reduction, Efficiency, Agility, Fast Copy Value-added Best Practices Consistency, Analysis, Value creation, customization Process improvement, service innovation, secondary KPIs, internal customers Transformation Direct Business Impact, primary KPIs, external customers Time Cost Quantity Quality Innovation Service
- 8. Finance Role vs. Measurement Transactional Cost reduction, Efficiency, Agility, Fast Copy Value-added Best Practices Consistency, Analysis, Value Process improvement, service innovation, secondary KPIs, internal customers Transformation Direct Business Impact, primary KPIs, external customers Time Cost Quantity Quality Innovation Service KPI
- 9. Finance Role vs. Measurement Transactional Cost reduction, Efficiency, Agility, Fast Copy Value-added Best Practices Consistency, Analysis, Value Process improvement, service innovation, secondary KPIs, internal customers Transformation Direct Business Impact, primary KPIs, external customers Time Cost Quantity Quality Innovation Service KPI Impact
- 11. Finance’s Role and Business Intent
- 15. Finance Role and the Business Model How to fail without trying
- 18. What is the Business Model? USP Market Discipline Profit Model
- 19. Business Model: Profit Model Revenue Cost Margin Cash Flow Assets
- 20. Strategy + BSC Revenue Financial Learning & Growth Internal Process Customers Cost Margin Cash Flow Asset
- 21. What is the Business Model? USP Market Discipline Profit Model
- 23. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
- 24. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
- 25. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
- 28. Strategy: Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
- 29. Strategy: Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) HP well-balanced portfolio, mass customization Acer super lean cost structure, aggressive pricing Apple powerful products, premium pricing, limited range Still Doing well in 2009
- 31. Finance Role and Strategic Planning ‘ Hope’ is not a strategy
- 32. What is Strategic Planning? Strategic Planning Variables: Research Growth Risks Stakeholders Constraints SWOT Misc. Output: Plans Priorities KPIs
- 36. Strategy vs. Focus Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer NPD Cycle Time Improve Edge Extensions Counter Competitor Innovation Acquire Profits Build momentum Sales Cash Flow Innovation/R&D Focus ‘Breakthroughs’ JV, In-source, Out-source Eliminate bottom 20% Improve Top 15% revenue-generating products ↓ R&D, ↑ Sales www.myCNI.com.my www.OOBEY.com
- 37. Strategy + BSC Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers Cost Margin Cash Flow Asset Satisfaction
- 38. Strategy: Disciplines, Priorities, and KPIs Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
- 43. Strategy + BSC Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers Cost Margin Cash Flow Asset Operational Excellence Product Leadership Customer Intimacy Investment Strategy Satisfaction
- 53. Finance Role and Resource Allocation and Alignment Where did our money go?
- 55. E3 – Department BSC Customer Perspective – Marketing Department Budgeting Goals Strategies Targets CAPEX OPEX Base Retention Share Gain
- 56. Alignment: 4-Wheels Model Culture Business Model Strategic Planning Structure Person Leadership Resources
- 62. Alignment: 4-Wheels Model Culture Business Model Strategic Planning Structure Person Leadership Resources
- 67. Strategy + BSC Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers Cost Margin Cash Flow Asset Operational Excellence Product Leadership Customer Intimacy Investment Strategy Competencies Information Systems Motivation, empowerment, alignment Satisfaction
- 68. Budgeting in a Downturn
- 69. Budgeting in a Downturn
- 70. Budgeting in a Downturn
- 71. Budgeting in a Downturn
- 73. Linking the Finance Role with Sales & Marketing Building relationships for the good of the company
- 78. Business Model USP Market Discipline Profit Model
- 81. End Notes Tying it all up
- 82. Problems, problems and more problems…
- 83. Alignment: 4-Wheels Model Culture Business Model Strategic Planning Structure Person Leadership Resources
- 86. Thank You. soft copy of slides: www.totallyunrelatedrandomanddebatable.blogspot.com