Developed a Transformation Strategy for a Finance  & Accounting Division of a listed company in Japan.

The goal was to change the Division from a 1990's style Accounting Team (labor intensive, low automation, internally focused group) to a customer centric, low cost, value add, highly automated Finance Division.

 

Transformation Strategy Approach: 2011

  1.  Facilitated Executive Workshops (Vision, Challenges, Strengths, Opportunities, Strategic Options)

  2.  Identified and leveraged relevant 'best practices in Finance'.

  3.  Established and lead a working team to develop the 'Case for Change'.  

  4.  Socialized/refined the Transformation Strategy with Leadership

  5.  Developed the detailed Transformation Journey (Implementation Plan)

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Key elements of the Transformation Plan: 2011 - 2016

  1.  Detailed documentation of the "as is" (end-to-end finance/accounting processes).

  2.  Centralized accounting processing undertaken in other divisions into Finance.

  3.  Created a Shared Services Center.

  4.  Business Process Outsourcing (selected and on-boarded a BPO Partner)

  5.  Finance Systems Replacement (selected and implemented Oracle Financials and Hyperion)

  6.  Significant Organizational Changes (team structures, roles & responsibilities, skill sets)

  7.  Significant Policy Changes (more empowerment, clearer accountabilities etc.)

  8.  Significant Cultural Change (a Chinese BPO partner, 'outward' thinking team behaviors).  

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The Transformation commenced in 2011 and was completed in 2016. The processes, system and team culture continue to mature over time.