Use Case

Analysis of the Finance Business Partner Model


The Company

The company is one of the world's leading seed producers.


The initial situation

Around 5 years ago, the company set up a global shared service center for Accounting, Controlling, HR, IT, Legal and Procurement. Business partners were appointed to act as an interface to the local business units in the respective areas.
The key tasks of the business partners were defined as part of the transformation. However, the current satisfaction survey showed a low level of satisfaction among the business units with the global services, reflecting the perception of the Head of Global Finance and Procurement.
The challenge was to assess the status and quality of the implementation of the business partner model (focus on finance), identify areas for action in the (local) implementation/adaptation of the concept, and derive suitable measures to improve satisfaction and effectiveness.



The approach

In one step, the basic setup of the business partner role as well as the defined deliverables of BP Finance were evaluated. In addition, selected result types were examined in detail in terms of methodology (functional model), data availability/quality, instrument (system technical support) and degree of effectiveness.
The findings from the desktop analysis were deepened or supplemented in a second step by conducting interviews with BP Finance, other central functions (Controlling, Accounting, ExpertHub) and the business units. All results were documented in a structured manner using a dedicated framework ("7S model") including individual evaluation criteria for each variable (each "S"), including the derivation of possible consequences.
In a third step, action areas were identified and concrete measures were derived. The measures were prioritized together with the customer and scheduled in a roadmap. In order not to lose the current "momentum", the first content-related guidelines for coordinated focus topics from the roadmap were developed in a workshop and the next steps were defined.

Your Benefits

The structured analysis revealed the discrepancy between the Business Partner Finance role definition and the role actually lived. In addition, methodological weaknesses in the result types were revealed.
The results were discussed and approved jointly with management and the Business Partners Finance. There is now a common understanding of the fields of action (including prioritization) and the measures derived.
The results of the project provide the necessary basis for further developing the current organizational structure and process organization in line with the Business Partner Model and for providing effective and sustainable support to the business units.

Your Temporary Co-drivers

Stephan Grunwald

Senior Partner

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Markus Noçon

Senior Partner

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Peter Keefer


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