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GENERATING CFO IMPACT CFO's untapped strategic lever ... · FP&A MDM R2R P2P O2C FP&A MDM R2R P2P...
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Procure to Pay (P2P) 79 Order to Cash (O2C) 78 Financial Planning & Analysis and Master Data Management have the most impact on the biggest challenges. 1 Index score for a sub-function combines the impact of the sub-function with the importance for each challenge ...but the value of business process re-engineering and radical use of technology must not be overlooked as it can be the key to significant impact. % of respondents who rated their finance function as: % of respondents stating the initiative can have a material impact on the function % of respondents stating the initiative's progress as: GENERATING CFO IMPACT MATURE IMMATURE PREPARED UNPREPARED Financial Planning & Analysis (FP&A) 147 Master Data Management (MDM) 123 Record to Report (R2R) 93 Compliance 56 Compliance 56 34 49 50 25 23 Manage Risk 50 Manage Risk 50 64 49 35 22 17 47 Reduce Costs 47 Reduce Costs 53 38 32 53 43 Increase customer satisfaction 45 Enable company’s innovation 25 Enable agility and adaptability 20 Increase growth and scalability 41 Reduce capital and asset intensity 15 41 72 16 12 44 64 20 16 50 62 23 15 49 65 17 48 58 27 15 Radically Improved Use of Technology (IT) IN PROGRESS LATER NOT CONSIDERED Business Processing Re-engineering (BPR) Advanced Organizational Structures (Shared Services, Business Process Outsourcing ) 38 18 $268 million $155 million $103 million IMPACT INDEX 1 For the full report Transforming finance and accounting through advanced operating models, click here (http://go.genpact.com/CFO-research-Advanced-Operating-Models.html) or [email protected] Follow us on Twitter, Facebook, LinkedIn, and YouTube. F&A executives see compliance, risk and cost as their companies’ biggest concerns. % of respondents stating that the function can have material impact on addressing each challenge % of respondents stating that the challenge is among the 'Top 3‘ for their company. THE CHALLENGE ARE THEY READY? CAN FINANCE HELP? Financial Planning & Analysis, unlike Master Data Management is already mature and on solid ground for further improvement. HOW TO EVOLVE Advanced operating models help finance functions evolve. THE PATH TO THE FUTURE 32 60 15 25 29 50 32 18 29 48 24 28 29 54 28 18 63 19 Advanced F&A organizational structures are more widely deployable... 18 IN PROGRESS LATER NOT CONSIDERED Bar width proportional to percent of respondents stating that the initiative will have a material impact 76 24 69 31 61 64 39 36 75 63 25 37 71 61 39 39 67 58 33 42 CFO's untapped strategic lever: Advanced Operating Models SURVEY INSIGHTS Transforming the function's operations to solve enterprises' hardest challenges 42 FP&A MDM R2R P2P O2C FP&A MDM R2R P2P O2C FP&A MDM R2R P2P O2C FP&A MDM R2R P2P O2C 57 27 16 64 18 18 46 67 15 15 28 IN PROGRESS LATER NOT CONSIDERED 54 25 21 28 59 18 23 23 Average $ impact Advanced Organizational Structures BPR IT In early 2014, Genpact commissioned a research project conducted by an independent research firm. This data is based on findings drawn from more than 157 respondents engaged in the finance function across a range of industries. Genpact (NYSE: G) stands for “generating business impact.” We design, transform, and run intelligent business operations including those that are complex and specific to a set of chosen industries. Founded as a division of GE, we serve hundreds of long-term clients including more than one-fourth of the Fortune Global 500 and employ over 68,000 employees in 25 countries, with key management and a corporate office in New York City.
Transcript of GENERATING CFO IMPACT CFO's untapped strategic lever ... · FP&A MDM R2R P2P O2C FP&A MDM R2R P2P...
Procure to Pay(P2P)
79
Order to Cash (O2C)
78
Financial Planning & Analysis and Master Data Management have the most impact on the biggest challenges.
1 Index score for a sub-function combines the impact of the sub-function with the importance for each challenge
...but the value of business process re-engineering and radical use of technology must not be overlooked as it can be the key to signi�cant impact.
% of respondents who rated their finance function as:
% of respondents stating the initiative can have a material impact on the function
% of respondents stating the initiative's progress as:
GENERATING CFO IMPACT
MATURE IMMATURE
PREPARED UNPREPARED
Financial Planning & Analysis (FP&A)
147
Master Data Management (MDM)
123
Record to Report(R2R)
93
Compliance 56
Compliance 56
3449
5025 23
Manage Risk50
Manage Risk50
64
49 3522
17
47Reduce Costs
47Reduce Costs
53
3832
53 43
Increase customersatisfaction
45
Enable company’sinnovation
25Enable agility
and adaptability
20
Increase growthand scalability
41Reduce
capital and assetintensity
15
41
72
1612
44
64
20
16
50
62
23
15
49
65
17
48
58
27
15
Radically Improved Use of Technology (IT)
IN PROGRESS
LATER
NOT CONSIDERED
Business Processing Re-engineering (BPR)
Advanced Organizational Structures (Shared Services, Business Process Outsourcing )
38
18
$268 million
$155 million
$103 million
I M P A C T I N D E X 1
For the full report Transforming finance and accounting through advanced operating models, click here (http://go.genpact.com/CFO-research-Advanced-Operating-Models.html) or [email protected] Follow us on Twitter, Facebook, LinkedIn, and YouTube.
F&A executives see compliance, risk and cost as their companies’ biggest concerns.
% of respondents stating that the function can have material impact on addressing each challenge
% of respondents stating that the challenge is among the 'Top 3‘ for their company.
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LL
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AN
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Financial Planning & Analysis, unlike Master Data Management is already mature and on solid ground for further improvement.
HO
W T
O E
VO
LV
E
Advanced operating models help �nance functions evolve.
TH
E P
AT
H T
O T
HE
FU
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RE
32
60
1525
29
50
32
18
29
48
24
28
29
54
28
1863
19
Advanced F&A organizational structures are more widely deployable...
18
IN PROGRESS
LATER
NOT CONSIDERED
Bar width proportional to percent of respondents stating that the initiative will have a material impact
76 2469 31 6164 39 36 7563 25 377161 39 39 6758 33 42
CFO's untapped strategic lever: Advanced Operating Models
S U R V E Y I N S I G H T S
Transforming the function's operations to solve enterprises' hardest challenges
42
FP&A MDM R2R P2P O2C
FP&A MDM R2R P2P O2C
FP&A MDM R2R P2P O2C
FP&A MDM R2R P2P O2C
57
2716
6418
18
46
6715
15
28
IN PROGRESS
LATER
NOT CONSIDERED
54
25
21
28
59
18
23
23
Ave
rag
e $
imp
act
Advanced Organizational Structures
BPR
IT
In early 2014, Genpact commissioned a research project conducted by an independent research firm. This data is based on findings drawn from more than 157 respondents engaged in the finance function across a range of industries.
Genpact (NYSE: G) stands for “generating business impact.” We design, transform, and run intelligent business operations including those that are complex and specific to a set of chosen industries. Founded as a division of GE, we serve hundreds of long-term clients including more than one-fourth of the Fortune Global 500 and employ over 68,000 employees in 25 countries, with key management and a corporate office in New York City.
