guillaume leforestier allianz
As our client testimonials illustrate, digital is heavily influencing business execution with the consequences being felt increasingly within the finance department. Désormais appelées Allianz France, elles proposent au sein de ce groupe des services d’assurances dans de nombreux pays européens, aux Etats-Unis et sur une partie de la région Asie-Pacifique. Les Assurances générales françaises créées en 1813 deviennent une filiale du groupe allemand Allianz en 2009, leader européen de l’assurance et des services financiers. Just as consumers are putting increasing faith in technologies, such as sat-nav systems when driving, so too corporations are reviewing in whom they place their trust and with what tasks. Allianz. Whilst historical precedent tells how technology has impacted business processes over time, the current wave of digital technologies is having a more profound effect on broader business models, especially with respect to how an organisation engages with its customers and the resulting revenue streams. Guillaume has a strong experience in management consulting working across a large range of transformation programmes including project management, business process redesign, Shared … However, in our opinion, companies should aim for a balance between innovation for external or core business purposes and the supporting of internal processes that also need to evolve. already need higher flexibility. What skills and capabilities does the exponential CFO need to deliver to significantly improve performance? We look at business intelligence, big data, and trend analysis for enhanced business insight. BearingPoint customers have already been making inroads in this area. Tools such as Google Analytics and Adobe Omniture enable real-time insights to be derived from Twitter, Facebook and other social media sites. We look at these aspects below. Internally, social collaboration tools like Microsoft’s SharePoint, IBM’s Connections and Cisco’s Spark help to channel project- or subject-related communications away from email and onto specific platforms to inform all relevant participants. We are in charge of pushing process orientation further, of stronger automation and integration of planning, simulation and delivery processes and systems,’ says Clemens G Hadtstein, CFO of MGA Metro Group Advertising GmbH. Broadening access to technology is generating new approaches to staffing and workforce management, catalysing a fluid workforce with higher expectations. ‘The question Krauss Maffei addressed with customers was how to efficiently integrate our machines into the customer shop-floor set up,’ says Christian Bernert, former CFO of leading manufacturer Krauss Maffei. Frequently, new business models involve closer, deeper relationships with customers. Katia Tardy. Voir le profil professionnel de Guillaume Leforestier sur LinkedIn. Restaurant, Voir son profil professionnel sur Viadeo. Of course, every company is at a different point in its journey to adopt relevant aspects of digital; for example, to leverage the advantages of new platform-based digital models to generate higher customer traction and better customer engagement. finance function by: In addition, the exponential CFO needs to bring a number of additional roles to the table – business partner, financial storyteller, change agent, shareholder guardian, learner and facilitator, and digital mentor. Immediate availability of data and dramatically reduced times spent on compiling data and reports, Opportunities to spend more time on data analysis and to derive business insights from the data, Faster action and management decisions based on this data, assuming it’s well-deployed, Setting up service centres for non-automatable, transactional activities, Establishing reporting factories that focus the retained controller organisation on value-add analysis, Harmonising ERP systems using templates, guided by a process model and process orientation, Assuring data quality in monthly closing by aligning processes, charts of accounts and master data. Cheryl Kyi Phyu Kyaw Business Analyst at Allianz Technology. Firms must protect their brand by managing this risk, alongside a focus on Some of these principles have become second nature due to the pervasive presence of, say, devices in our daily lives, but others represent new ideas that require evaluation before adoption on a larger scale. Whilst these are essential, they distract from focusing on forward-looking business insights that can drive innovation and opportunities to add value. A media company is extending services to provide digital subscriptions, generating recurring revenue and pay-perusage premium content. The resulting insights shine a powerful spotlight on the future. We look at business intelligence, big data, and trend analysis for business,’ continues Anja Krusel. Voyage, Our people and our way of working is what makes us different. Consulter les entreprises et biographies liées au secteur Autres services administratifs et de soutien In addition, a number of customerfacing, cloud-based services are of particular interest, not least in payments and billing, as they may lead to new revenue sources. Signification prénom. Transactional and retrospective tasks receive the lion’s share of attention and investment. Déco, In other words, as businesses move closer to their customers, new forms of profitability analysis will be required to ensure this effort yields additional business value. We should first note that a sound basis in core CFO responsibilities does not go away. Millennials are pushing for new ways of working in traditional functions such as finance, impacting both skills profiles and retention approaches. Such trends are also altering products and service offerings, and therefore supplier relationships. Finally, many opportunities exist to address internal finance processes more efficiently using digital technology. Smart analytics creates a vast and unprecedented data trove, empowering not just a few executives but everyone along the value chain. What tools and technologies exist to support these new roles? In addition, our clients tell us they are extending from traditional platforms to a new generation of tools to support the new roles of the exponential CFO: Many clients are exploring automated closing scheduling, reconciliation support and documentation of internal controls using products such as Runbook, Redwood’s RoboClose or Blackline. This is firstly because customer experience attracts strong digital spending, due to being perceived as a key competitive differentiator. SMIC, New-breed analytics tools are better geared to the digital environment; for example, integrating social and in-house feeds to derive new business insights. Of course, technology deployment is not sufficient to improve business by itself. Désormais appelées Allianz France, elles proposent au sein de ce groupe des services d’assurances dans de nombreux pays européens, aux Etats-Unis et sur une partie de la région Asie-Pacifique. Giuseppe D'Elia. One of the first objectives of the finance function is to make managers' life easier: helping them make the right decision and spend more time with their clients and staff. We know from research, as well as speaking to our customers, that the impact of the digital CFO is still at an early stage, compared to other parts of the company such as marketing. Evolving the CFO function requires thinking about business aspects first, guided by the benefits digital technologies can now bring. We need higher flexibility when it comes to tools and sources of information. We look at these in Figure 1. Alain Duc. Jeux en ligne, For internal and external reporting, specialised tools (such as Wdesk from Workiva or Amana’s Smart Notes) integrate text and financial information in documents to support collaboration in integrated environments, supported by workflows, approval monitoring and in- and outbound interfaces. The world of business is becoming a global village as the digital ecosystem creates new opportunities for companies to work with suppliers and engage with customers. Guillaume Leforestier. Functional silos are the norm; there is no or little process-orientation, No end-to-end processes that focus on customer needs, Retrospective reporting and explaining the past are still dominant, With little data-driven or analytics-driven decision support capabilities, decisions are made in traditional ways, Strong disconnect between data and systems, Due to evolving digital business models and competition from start-ups, new ways to manage the business are needed; however, frequently, the value drivers and KPIs to manage this change are not yet fully defined, Stock markets are changing valuation criteria, frequently favouring entities with little or no assets, Assess maturity levels to derive recommendations for critical areas and skills to get the CFO domain ready for, and using, digital technologies, Start with strategy and seek a dialogue with the business to identify which business intelligence or support they need from your CFO team, Identify new requirements for the CFO process model and organisation, based on this strategy dialogue, Fill in the gaps – some organisations will need additional work to create a foundation and get the basics right, Identify new KPIs and revise performance management to fit with new business models, new dynamism in the competitive landscape, and new drivers of value, Leverage data – from IoT sources and elsewhere – in conjunction with analytical tools to extend the range of business insights offered by specialised teams in the CFO domain, The CFO’s role will become more strategic and less purely financial, The CFO’s team will need a broad set of analytical and business decision support skills, Digital technology enables CFOs to be more strategic than ever before, The key area of business decision support is an area for improvement in many CFO teams – today, previous decisions are not always fed into current decisions as evidence, The CFO is now more business-oriented than ever, Businesses will do well to use this new mindset as an asset. ‘New Finance Best Practices in the Digital Age’ Oracle, USA, web: landing page. Rather, their reaction times to new markets and environments needs better support from higher quality, more accessible information. Early adopters are not just exploiting historical data but real-time data, drawing inferences using sophisticated algorithms that far exceed human analytical capabilities. Cuisine, By providing highly granular billing options for digital services, one client could create more flexible, individualised offers resulting in a better customer experience. Test débit, Innovations in customer-facing aspects of the business, as well as on the production floor, are driving organisations to be more responsive to customer needs and market changes, and better integrated across and within the business. Another customer is exploring cloud based options to provide premium content through existing digital customer channels. Mobile platforms and apps offer CFOs and business managers a tablet- or smartphone-based window onto the financial aspects of the business, accessible from anywhere. Fortes de leurs cinq millions de clients privés et professionnels, les AGF offrent des services variés – de l'assurance-vie au conseil financier – par l'intermédiaire de leurs 2 700 points de vente –nombre qui fait d’elles le 2nd réseaux français. In particular, many new business models have emerged using the platform of digital technologies now available. Gérant, ADMDE . As digital technologies alter the market landscape, leadership teams and particularly CFOs now face the prospect of their competition transforming overnight, so they can no longer afford to sit on their hands. Clemens G. Hadtstein, CFO, MGA Metro Group Advertising GmbH, Major software vendors are also moving fast in this direction, for example, SAP simple finance ERP based on HANA real time capabilities. Value chains to the village. Rise of the machines. Inscrivez-vous pour entrer en relation. Coloriages, CFO must transform digital into growth accelerator. Sound and transparent financial management can become a keystone of the trust relationship an organisation has with its stakeholders. Many CFOs are responding to this by becoming more digital themselves: ‘We The workforce inside out. As a result, customer experience is becoming a standout area of interest for finance. Marc PERUCCHIETTI. ‘It is important to keep an eye on the mundane, day-to-day topics such as master data management, digitising customer data and becoming paperless,’ cautions Stefan Britz, CFO of AMOS. These shifts are having a major impact on both business models and working practices: For many CFOs, the challenge is to keep up with the changes that are taking place on the business side. This presents an opportunity for CFOs who aspire to grow their role within organisations that are seeking to become more digitally enabled. His vehicle, widely considered revolutionary for the time, had one curious feature: there were no rear-view mirrors. Frequently, customer-facing initiatives with a perceived direct impact on the top line and core production or service processes are receiving the funding, whilst the CFO’s internal processes are receiving the short end of the stick when it comes to innovation and the required investments. In larger scale, shared-service centre contexts, these tools can create additional process efficiencies and provide the leverage needed in these organisations. Changes in roles and responsibilities are accompanied by changes in some more fundamental principles, which form the basis of how CFOs do business. It is important to differentiate between ‘born-in-the cloud’ players – applications that have to be specifically written for cloud delivery – versus other cloud variants: for example, cloud-enabled, on-premise ERP systems. As Jean-Jacques Morin, Chief Financial Officer at Accor Hotels, explains ‘AccorHotels business priority is to make each of our guest feel a unique experience, in the hotel and in every other digital touch points. Bricolage, A number of BearingPoint clients and business partners have started to move into the digital world and are reporting significant benefits, not least in new business models, improved customer engagement, a narrower relationship gap with the business, and increasingly efficient internal processes. Guillaume Czaja Head of Allianz Consulting France, Benelux and Africa Région de Paris, France +500 relations. ‘We leveraged Anaplan cloud solution to provide a scalable, adaptive and user friendly process to Hotel General Managers and Business Analysts. To understand what is driving this change, we asked an array of CFOs at our client and business partner organisations to share how digital is impacting their business and, more specifically, their finance processes. Rewiring the corporate brain’, BearingPoint Institute, London, UK, web: landing page, 2016. Hence, more and more resources are being devoted to enhancing the customer experience. In this paper, we look at how traditional CFO roles and responsibilities are changing due to drivers coming from the digital wave and the broader business, and what principles, practices and tools need to be considered to operate efficiently in this new, volatile and complex environment. Partner, Global Leader Consulting Portfolio, Impact of digital on the finance function, BearingPoint Institute: The exponential CFO, Crisis management and business continuity, The Autonomous Factory: the future of manufacturing. Another aspect of this is the changing nature of customer feedback mechanisms. Looking backwards would be unhelpful, thought Campbell. Actualités, In the late 1950s, the famous British sportsman and playboy/adventurer Donald Campbell smashed the world land-speed record. Aurélie Leforestier (Tôtes, France). Appropriate processes are key to unlocking organisational efficiency – and the CFO’s judgement of what to change is a vital input. Fast-forward to today and many CFOs find their field of vision crowded with rear-view mirrors. Cabinet Ghislain GOUDARD ALLIANZ. This analysis is even more aligned to the onset of digital: where technologies are not leveraged sufficiently, the CFO can work with business to explore ways to implement first pilots. Horoscope, Chargé d'affaires Office National des Forêts. From a financial standpoint, it is key to appreciate the economics underpinning such business decisions, through ROI (for projects) or customer segment (or channel) profitability. Cheryl Kyi Phyu Kyaw. Customer experience may even help shape a firm’s overall direction – not least where products become better integrated with corporate systems, for example delivering diagnostic information. But what are the realities in the CFO team today when it comes to becoming ‘digital CFOs’? He says: ‘Transparency is key, and digital will help to push transparency further; for example, by providing fully integrated planning systems that provide the option to simulate in real time.’ In addition, CFOs are finding the need to redefine the business-partner role in new ways, to integrate business support in addressing the digital drivers of change, such as data from the IoT sensors in machinery or generating business insights from unstructured big data drawn from business and external sources, as the Krauss Maffei example shows. Giuseppe D'Elia . This offers the CFO the possibility to close the gap with the business and to propose more relevant, predictable analysis of key data. With the pace of change as it is, CFOs cannot afford to be left behind. Trends that are shaping the opportunities of tomorrow, 8 finance chiefs on their path to digital, and the need to master 6 additional roles to succeed in the digital world, In a dynamic and highly complex environment, businesses are leveraging opportunities to enhance customer experience and new business models powered by digital technologies, Internal processes dealing with business information and management reporting are next in line for a revamp, moving to forward-looking insights driven by real-time data, The emergence of digital technology offers an unprecedented opportunity to transform not only the CFO’s organisation and processes but also its image, Many CFOs who are adapting their role have already experienced major benefits via real-time, integrated decision support and predictions powered by digital. Indeed, traditional payment methods such as invoice and direct debit should be replaced by payment schemes that support mobile payment options. When it comes to managing our business, from the hotel up to the corporate, one of the first objectives of the finance function is to make managers’ life easier: helping them make the right decisions and spend more time with their clients and staff.’, To do this, the company digitalised their monthly rolling forecast. The authors would like to thank all the following interviewees for their time and valuable input to our paper: Rolf Ulrich, CFO of Zurich Deutschland; Oliver Deleker, Head of Finance at Nordzucker; Christian Bernert, former CFO of Krauss Maffei; Marcus Rausch, CFO Sommer Antriebs- und Funk GmbH; Clemens Hadtstein, CFO MGA, advertising subsidiary of Metro group; Mr Nagel, former CFO, ODEG; Alessandra Culabu, management consultant in finance and business process improvement; Dr Christoph Ernst, Head of Finance Center of Excellence, SAP Deutschland; Anja Krusel, Group Controller Borealis; Stefan Britz, CFO Allianz Shared Service Center (AMOS), Gary Simon, CEO of FSN; in Jean-Jacques Morin, Group CFO at AccorHotels; Mathilde Bluteau, CFO of Microsoft France The authors would also like to thank Guy Clapperton from Clapperton Media, Michael Agar from Agar Design, Christopher Norris from CopyGhosting and Jon Collins from Inter Orbis as well as Angelique Tourneux, Sharon Springell, Tanja Schwarz and Ludovic Leforestier from the BearingPoint Institute. Anja Krusel, VP of Group Controlling, Borealis. Sergiu TUDORACHE. Instead of being a strategic business partner to the CEO, providing proactive data-enabled support, too many CFOs are diverted by the backward-looking view, prioritising existing systems of record. We aim to provide real-time information on advertising budget spends to our customers on a monthly basis.’. Guillaume BLOC. Illustrating several benefits of adopting digital principles, mobile apps can be set up relatively quickly, they are purposeoriented and support a single reporting need. INSEAD. The need for the CFO to become more digitally driven, collaborative and strategic is substantially a result of the five digital ‘shifts’ previously identified in our ‘Digital decision making’ paper (note 1). Classement des lycées, One of our clients’ CFOs has obliterated the need for paper documents in his busy meeting agenda by using Microsoft’s SharePointand OneNote: he gets updates on relevant documents on his tablet in real time. These may be available in-house or as cloud-based services. The variety of pure or hybrid offerings promise to drive down IT costs through the adoption of higly scalable, standardised, best-practice processes. Intelligence everywhere. ‘The digital finance imperative: measure and manage what matters next’, Chartered Global Management Accountant, Durham, NC, USA, web: landing page, CGMA Survey, 2015, ‘Postmodern ERP operations management best practices, Gartner, Stamford, CT, USA, web: landing page, Pat Phelan and Carol Hardcastle, 14/05/15, ‘Unparalelled insight into the changing mobile workforce: 2015 Mobile Workforce Report’, Dimension Data, Sydney, NSW, Australia, web: landing page, Dimension Data, 06/10/15, ‘Half of UK CFOs risk profit by relying on gut-feel to make major business decisions’, Epicor, Bracknell, Berks, UK, web: press release, Tabita Seagrave, 17/06/15. Guillaume Leforestier. ‘Survey Analysis: Critical CFO Technology Needs: 2014 Gartner FEI Study’, Gartner, Stamford, CT, USA, web: landing page, 2014. With the business and competitive landscape becoming increasingly dynamic, CFOs are engaging ever more closely with their lines of business. Carte de voeux, To this end, we recommend the following sequence when planning: Finally, note that enhanced processes powered by technology and, importantly, people are areas in which you might want to plan specific activities to realise your new ‘exponential’ CFO capabilities. Dictionnaire, Cinéma, Coiffure, Stefan Britz, CFO, Allianz Managed Operations and Services, (AMOS). Not only are digital technologies having a deep impact on business models in general terms, they also offer specific opportunities for transformation of the CFO function. For example: Financial departments cannot simply produce numbers without providing the meaningful anlysis with high value add relating to them. The digital revolution offers a great transformation opportunity, leading to a step change in their role: empowered by digital capabilities, the CFO is poised to carry out a pivotal strategic function on top of their traditional fulfilment responsibilities, changing the way the finance function interacts with its business counterparts.
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