My business Name
Financial Consulting Solution 1
Strategic Finance
Financial Consulting Solution 1
Strategic Finance
The Financial Solutions Team helps organizations develop efficient and effective operations to support strategic business objectives by keeping pace with a shifting financial agenda. With the need for Banks to establish a global standard for stability and best practice there is always a continuing pressure to achieve these standards while meeting rising compliance mandates. Banks today must contend with constantly-evolving macro trends, global issues and industry challenges. With an additional emphasis on finance transformation, the FS team attempts to assist in driving responsibility by positioning our clients for domestic and global growth, improving cost management, streamlining technology systems and transforming the finance function. In addition, we help our clients respond rapidly to regulators with transparent and real-time data, keep pace with shifting regulations (i.e. Basel III, Dodd-Frank, FATCA, IFRS) and mitigate the host of risks associated with IT, outsourcing, fraud, globalization, capital management, consolidation and convergence. Customers are demanding more compelling banking experiences. Given digital transformations and disruptions, FS practice focuses on improving customer retention/experience by accelerating product development, optimizing customer channels, enhancing loyalty programs and launching effective digital strategies.
Changing Finance
Changing Finance
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"In the finance function, improvements to the forecasting process reduced the workload by 5 to 10 percent. Centralized forecasting and the elimination of duplicative bottom-up data gathering helped to implement the improvements."
Reinhard Messenbock, Yves Morieux Olaf Rehse - BCG
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“To serve as a strategic partner to Oracle Corp.’s CEO, then- CFO Jeff Henley decided to enhance his credibility with external stakeholders — not just analysts, institutional investors and board members, but actual customers. I often met with at least three customers a day to find out what products and services they needed and where we could improve Oracle’s offerings".
“To serve as a strategic partner to Oracle Corp.’s CEO, then- CFO Jeff Henley decided to enhance his credibility with external stakeholders — not just analysts, institutional investors and board members, but actual customers. I often met with at least three customers a day to find out what products and services they needed and where we could improve Oracle’s offerings".
Jeff Henley - CEO, Oracle
Jeff Henley - CEO, Oracle
Financial Consulting Solution 2
CFO Solutions
Financial Consulting Solution 2
CFO Solutions
CFO jobs has changed! More than ever! Realign your business model to help reach strategic objectives, including target operating model changes, organizational restructuring, process reengineering and IT systems transformation. More than 40 per cent of major transformation projects are either late, deliver little to no value or substantially exceed budgets.
Our team has deep experience and a successful track record at planning and executing large-scale change programs.
Innovation and Change aims to innovate continuously using a set of tools and methodologies that foster development across products. Integration of the firms change management method throughout the transformation process as may be required in regard to communication, stakeholder alignment, business case benefit realization.
Customer and Product Strategy - The solutions strives to succeed at customer-driven initiatives by differentiating your value proposition, managing competitive churn and acquiring and retaining new customers. Demonstrated early success with a focus on “quick hits” as well as long-term benefits.
Supply Chain Management helps build a sustainable competitive advantage by mastering global supply chain operations to cut operating expenses, promote sustainability, improve cash flow and leverage capital investments.
The Rulers
The Rulers
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"Almost all of a company’s capital—financial and human—is controlled by three top executives: the CEO, the CFO and the CHRO"
Josh Bersin - Bersin By Deloitte
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“We use the same key performance indicators in our monthly board update that we use in our operating reviews with business units.” If the board understands we are trying to help them understand the business, and [directors] effectively rely on our information, it facilitates a trustful conversation.”
“We use the same key performance indicators in our monthly board update that we use in our operating reviews with business units.” If the board understands we are trying to help them understand the business, and [directors] effectively rely on our information, it facilitates a trustful conversation.”
John Mahoney, CFO & VC - Staples Inc
John Mahoney, CFO & VC - Staples Inc
Financial Consulting Solution 3
Finance of the Future
Financial Consulting Solution 3
Finance of the Future
Digital channels increase in importance and create new competitors, regulatory requirements continue to grow, customer expectations are rising, and shareholders continue to demand healthy returns and the maintenance of higher capital buffers. Our firm can help you meet these challenges head-on. We offer a broad range of strategies, solutions, services and, advice to help you manage risk, enhance regulatory compliance, optimize your customer and channel strategies, improve your operational efficiency and keep costs under control. With a focus on Finance transformation, the firm responds to increasing pressures of new reporting and regulatory requirements, the need to help improve the efficiency of your finance functions, provide greater control and ultimately reduce costs. And from a Risk & regulatory perspective, our firm aims to rationalize compliance costs, enhance tax transparency, address market conduct risk, transform internal audit functions, improve cyber resilience, meet anti-money laundering mandates and take other steps to help strengthen your governance, risk and compliance programs. Of strategic focus to Financial Solutions is to align your people, processes, and technologies to help improve the customer experience and enhance the customer journey with a range of customer segregation, data analytics, and digital strategies. Enhance efficiency and productivity by helping to strengthen your cost management, business models, sourcing and outsourcing, shared services, vendor relationships, technology systems and organizational design.
Finance as Sales
Finance as Sales
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"As CFO, Erich Hunziker at Roche, the Swiss health-care company, felt powerless in the face of the worst financial crisis since the Great Depression. Roche’s plans to take over the biotechnology company Genentech Inc. had been wrecked by the refusal of banks, focused on their own survival, to engage in interbank lending. Instead of accepting this reality, however, Hunziker tried to figure out how Roche could borrow more than $40 billion without recourse to the banks.
Playing a sales role, Hunziker made the business case to nervous bond investors. Not only did he manage to raise a record-breaking bond issue, he reduced transaction costs by over half by cutting out the normal intermediaries. His remarkable success turned him into a much-courted board member."
Jean-Louis Barsoux and Cyril Bouquet - MIT
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“From a Founder's perspective, Compensation systems are critical in aligning business - shareholder interests and typically constitute one of the largest firm costs. Compensation approaches, including pay for performance, have been the focus of a significant body of research.”
“From a Founder's perspective, Compensation systems are critical in aligning business - shareholder interests and typically constitute one of the largest firm costs. Compensation approaches, including pay for performance, have been the focus of a significant body of research.”
Shaw, Gupta & Delery, 2000)
Shaw, Gupta & Delery, 2000)
Financial Consulting Solution 4
Promoter Value Creation
Financial Consulting Solution 4
Promoter Value Creation
Founders always have a choice. The founder hires people to build the business according to that vision and develops close relationships with those first employees. The founder creates the organizational culture, which is an extension of his or her style, personality, and preferences. From the get-go, employees, customers, and business partners identify start-ups with their founders, who take great pride in their founder-cum-CEO status. Control versus Value! And this dilemma is not easily to resolve. Founders are usually clear, convinced that they can lead their start-ups to success. I’m the one with the vision and the desire to build a great company. I have to be the one running it. First, while it is critical to build a company around your personal anchor and make that into an organizational anchor to sustain your advantage, you also have to beware that an anchor can limit you and hold the company back. Planning for succession and bringing in top leadership talent is critical. And second, be aware of an inherent challenge associated with building a successful platform: You become so successful that you see the world through the lens of your platform. Then it gets very difficult to move to whatever comes next.
Path Breakers
Path Breakers
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"The story of Malcom McLean (founder of cargo shipper Sea-Land Service) and his development of the modern-day shipping container provides an example in the entrepreneurship realm of how consumer expectations affect and result from the interaction of multiple non-consumer market forces. McLean’s desire was to develop a container that would be loaded once, placed onto a truck trailer and trucked to a dock, lifted from the truck and placed directly onto a ship, shipped to another dock, lifted off the ship and placed onto a truck, and finally, trucked to its next destination"
Levinson - 2006
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“At this point it is also important to recall that trust propensity and trustworthiness evaluations are known to exert interactive effects on the psychological state of trust and these factors should not be considered in isolation.”
“At this point it is also important to recall that trust propensity and trustworthiness evaluations are known to exert interactive effects on the psychological state of trust and these factors should not be considered in isolation.”
Mayer - 1995
Mayer - 1995
Financial Consulting Solution 5
Shared Services
Financial Consulting Solution 5
Shared Services
A leading practice SSC design conforms to the basic design policies of Strategy, Structure, People, Processes and Rewards in order to determine the optimal design for an organization. This then enables specific requirements of an organisation to be factored into design decisions. A shared services solution defines the formal and legal elements of the outsourcing relationship, but you need not accept the vendor's standard agreement. It builds in your measurement and performance standards to ensure that you achieve your goals by establishing clear roles and responsibilities — who does what, where, when and how? In addition it also includes vendor and end-user obligations, stating the degree of control one would want to relinquish or retain.
The solution, defines what constitutes non-compliance and the penalties if the vendor fails to comply with the agreed-upon standards, stipulates the expectations of the reporting system between vendor and organization and discusses contract renegotiation and disengagement procedures for both parties in case of incompatibility. Our teams will clearly define all terms; for assumptions can lead to trouble and by specifying the total cost and the payment method including looking for hidden costs.
These solutions will also indicate a mutually acceptable way to review or alter the terms to address changing needs or unforeseen circumstances.
Changing HR
Changing HR
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"Companies are increasingly transforming from multinational to truly global operations. Digital technology coupled with integrated information is allowing businesses to gain global synergies while remaining locally responsive. These companies benefit from global shared services for finance, HR and even core capabilities like manufacturing and design. Global shared services promote efficiency and reduce risk. They even promote global flexibility. One manufacturer can shift production around the globe with only a few days’ notice in response to interruptions or excess demand."
George Westerman, Didier Bonnet and Andrew McAfee - MIT
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“The globalization of companies can be — and frequently has been — looked at in different ways: in terms of the internationalization of sales or assets, cross-border supply chains or shared services, organizational structures, functional policies (marketing standardization versus customization)”
“The globalization of companies can be — and frequently has been — looked at in different ways: in terms of the internationalization of sales or assets, cross-border supply chains or shared services, organizational structures, functional policies (marketing standardization versus customization)”
Pankaj Ghemawat - 2015
Pankaj Ghemawat - 2015
Financial Consulting Solution 6
Financial Technologies
Financial Consulting Solution 6
Financial Technologies
Bitcoin and ether are the most common form of digital currencies. But there are other forms of virtual cash, such as Litecoin, Ripple and Dash (i.e. "Digital Cash"). According to EY's Fintech Adoption Index, a third of consumers worldwide are using two or more fintech services, with 84 percent of customers saying they are aware of fintech (up 22 percent from the previous year).
But users are often unaware that the financial services applications they use count as "fintech", or may not know what exactly fintech and its accompanying jargon means.Fintech is an emerging financial industry innovation, that applies technology thought, process, end use applications, to improve financial activities. FinTech is the new applications, processes, products, or business models in the financial services industry, composed of one or more complementary financial services and provided as an end-to-end process via the Internet. New technology often comes with many promises of technology solutions. It's clear that digital technologies can, and do, offer solutions to common business problems, but with so many options on the market it can be hard to tell what products and technologies are right for your business.
Transitioning to digital technology can solve many problems, and the advantage of many digital technologies is that you don't need to know everything about how they work to make good use of them; this is because being digitally literate isn't the same thing as being an expert in every type of digital technology.
When running your own business you may not have the time to become an expert in all aspects of technology. However, improving your digital literacy allows you to use technology productively while helping you to identify when to seek help.
A cryptocurrency is a decentralized digital currency which uses encryption - the process of converting data into code - to generate units of currency and validate transactions independent of a central bank or government.
Disruptive Technologies
Disruptive Technologies
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"Digital disruption can be a frightening game, especially when some of the players are as yet out of view. By subjecting the sources of disruption to systematic analysis solidly based on the fundamentals of supply and demand, executives can better understand the threats they confront in the digital space—and search more proactively for their own opportunities."
Angus Dawson, Martin Hirt, Jay Scanlon - McKinsey
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“Clarity is defined as the perceived level of lucidity and comprehensibility of information received from a sender. One contends that organizations must present information more clearly for it to be considered transparent. Similarly, organizational information must be understandable for it to be considered transparent. There is lack of informational clarity rather than a lack of sheer data ”
“Clarity is defined as the perceived level of lucidity and comprehensibility of information received from a sender. One contends that organizations must present information more clearly for it to be considered transparent. Similarly, organizational information must be understandable for it to be considered transparent. There is lack of informational clarity rather than a lack of sheer data ”
Street and Meister (2004)Winkler (2000), Daft and Lengel (1986)
Street and Meister (2004)Winkler (2000), Daft and Lengel (1986)
Leadership Principles from Advisory Channels
Leadership Principles from Advisory Channels