Target Operating Model
The role of the CFO and its organization has changed fundamentally in recent decades and will continue to change in the future. The financial organizations have freed themselves from the role of data collectors and accountants and have become analysts and a business partner organization. In this role as an advisor in the organization, non-financial data has become increasingly important.
In times of digitization, the number of available data is increasing, the analysis of the data becomes more and more important for new or potential business models, and even within the core processes of the financial system, the significance of this data changes as it becomes essential for billing or forecasting. A plant builder who previously sold or leaked his products with a service contract may now leave his plants to the customer and be compensated for by the use of the transactions of the machine.All at once data about the daily use of the plant, e.g. the number of welding processes, number of bearing movements, etc. are also important for billing, but also for planning and forecasting. Statistical methods known to the organization from the logistical forecast methods are becoming more and more important here and the old contradiction between planning by the responsible person and the statistical "calculation of the future" has to be solved with new explosiveness.
In this area of tension, the finance organization has to formulate its role and claim in a new and clear manner. The roles and the services for the finance organization have to be rethought and, consequently, the processes and organizational structure have to be changed. Not surprisingly, a business IT strategy is necessary because of the importance of the data. The times when controllers with Excel can deal with any problem tends to end.
The clear objective of the organization and the role of the finance organization is the compass for the many changes that will be made to the CFO in the coming years, while at the same time ensuring the systematic change in competencies in finance.
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Master of Economics and Business Administration
For Stephan Grunwald, consulting is an entrepreneurial activity with many variations; in various industries, for companies of different sizes, in different management structures. Yet always with the same sense of entrepreneurship. The prerequisite for all this is a sound and broadly diversified foundation in business administration. For him, however, the consistent realization of a concept is the ultimate entrepreneurial aspect of consulting differentiating 4C GROUP from its competition.
His focus lies in the CFO Office covering all aspects of decision making and controlling, reporting & planning, cost management, new role of finance (Industry 4.0), HR digitization and innovation management.
He has extensive experience in various industries and consulting of owner-managed and family led companies.
“People, who really want to move things forward” – are the ones Markus Noçon wants to work with. We are happily quoting Markus, since it expresses a central consulting challenge. Namely, mastering the balancing act between corporate decision-making concepts on the one hand and a pragmatic implementation of methods and instruments on the other. This works best with partners on the client, side who want and actively drive change.
His main focus lies within the CFO Office, especially in group accounting and consolidation, controlling & reporting, planning as well as performance management systems and consolidation systems.
He has extensive experience in many industries.