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.
The solution included both the evaluation of the current status and the causes of the unsatisfactory performance as well as possible options for action to improve performance. The results document was divided into the following parts: (1) self-perception of BP Finance, (2) assessment of selected result types, (3) assessment of the quality (implementation) of the model based on 7S, (4) roadmap.
Self-perception of BP Finance Classification of tasks by BP Finance using a verbal scale ("progressing", "advanced", "mastered") to obtain a self-image and identify development needs across all BP Finance or need for knowledge transfer. External perception from the central / decentralized organization regarding satisfaction with BP Finance performance.
Assessment of selected result types Analysis of selected result types in terms of methodology (functional model), data availability/quality, instrument (system technical support) and degree of effectiveness. The analysis identifies structural needs for action via the evaluation criteria and derives potential risks (in case of non-action) (see screenshot below).
Assessment of the quality (implementation) of the model based on 7S Methodological ranking of self / external image, review of outcome types and findings of the structured interviews of BP Finance and other central / decentralized roles using the 7S model. Specific criteria for evaluation were derived for each variable (per "S").
Roadmap Based on all 3 parts, a roadmap with various measures was developed. Each measure was explained in detail, the expected result was described, prioritized and scheduled. In the specific case, the measures were also clustered into 3 focus areas (see screenshot below): (1) Establishment of a powerful BP Finance organization, (2) Appearance as a central organization to support the business in the best possible way, (3) Establishment of modern reporting with a high steering effect.
The benefits for the customer
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.
"The best concepts, new methods and optimized processes are only sustainable if they are borne and put into practice by the employees and the organization." That is Peter Keefer's true conviction. He transports with this attitude our idea that "true excellence means keeping the grip". A solution not only depends on theory, but more than that on a deep understanding of our clients' organization and the ability to adapt.
His focus lies within the CFO Advisory and especially in digitalization (within CFO Advisory), new role of finance (operating model), controlling & reporting, planning as well as in group accounting and consolidation,.
He has extensive experience in numerous industries, among others Manufacturing, Healthcare, Industrial Services.
Senior Partner
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 Advisory 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 Advisory, especially in group accounting and consolidation, controlling & reporting, planning as well as performance management systems and consolidation systems.
"The best concepts, new methods and optimized processes are only sustainable if they are borne and put into practice by the employees and the organization." That is Peter Keefer's true conviction. He transports with this attitude our idea that "true excellence means keeping the grip". A solution not only depends on theory, but more than that on a deep understanding of our clients' organization and the ability to adapt.
His focus lies within the CFO Advisory and especially in digitalization (within CFO Advisory), new role of finance (operating model), controlling & reporting, planning as well as in group accounting and consolidation,.
He has extensive experience in numerous industries, among others Manufacturing, Healthcare, Industrial Services.
Senior Partner
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 Advisory 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 Advisory, especially in group accounting and consolidation, controlling & reporting, planning as well as performance management systems and consolidation systems.
