finance vision 2020 - the future controller

Capgemini Consulting is the strategyand transformation consulting brandof Capgemini Group

Finance Vision 2020; The Future ControllerGood To Know More

Klaasjan Doeswijk

26 June, 2009

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Good To Know More; Finance Vision 2020

26 June, 2009

26 June, 2009


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Introduction Finance Vision 2020

The finance function is transforming rapidly:

-Emerging global markets;

-Advances in technology;

-Changing socio-political landscape.

Many of these developments will drive the way a CFO works and lives. What is the future role of the CFO in a changing environment? And what will be the role of the controller in the future?

Finance Vision 2020: “It’s not about the money … show me the value”

- CFO CVO

- Controller Business Partner Value Creator

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We foresee 4 megatrends towards 2020

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Say goodbye to blue, here is green

Balancing security and openness

Real and Virtual world

Drive for excellence and talent and stop mediocrity


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0 is about environmentally friendly and the exhausting of natural resources

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1 is about balancing security and openness

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Records Management


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2 is about bringing the real and virtual world more together

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Avoiding the 6- by having a drive for excellence and talent and stopping mediocrity

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Finance Function Master plan 2020 from trends and drivers

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What will your CFO do to commit to the 3 times 20% objective by 2020 meaning 20% less energy consumption, 20% less CO2 and 20% share of renewable energy?


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What will you do as CFO/ controller to balance our desire for openness and our fears of terrorism, extremism and other threats to our security?

Balancing security and openness


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How will the ever increasing influence of internet and the introduction of the Virtual Personal Assistant (VPA) that connects the physical with the virtual world impact

on you as CFO or controller?

Bringing the real and virtual world more together


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Are you as CFO/ is you organization able to attract and retain the most talented, experienced and skilled people in this highly mobile world full of demographic shifts?


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How could the Finance Transformation journey towards 2020 look like?

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Welke impact zal de toepassing/ ontwikkeling van informatie technologie op de rol van de Controller anno 2020 hebben?

I don’t have a cristall ball … but let’s discuss the questions raised

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Bent u het eens met de stelling: De volgende drie disciplines moeten continu optimaal samenwerken, volledig afgestemd op de operatie, om zo als een spiegel voor die operatie te zijn: - DE voorwaarde voor profitability & organisational control: Finance, ICT and HRM.

Welke stappen dienen genomen te worden om een CVO unit binnen een detacheringsorganisatie (bijvoorbeeld Yacht) te implementeren om goed voorbereid te zijn op deze nieuwe financiële functie?

Hoe ziet de spreker de gevolgen van de interne druk op "aandeelhoudersvriendelijke" rapportage en de verscherpte aansprakelijkheid bij (vermeend) onrechtmatig handelen door een andere kijk op hetgeen is verantwoord.

Wat is nou echt de trend voor de toekomst voor accounting (boekhouden)/controlling: off shoring, outsourcing of binnen bedrijf houden?

Hoe kijkt de heer Doeswijk aan tegen de plannen die er zijn om IFRS ook voor SME's (MKB) in te gaan voeren?


Welke andere of extra competenties moet de controller van 2020 hebben ten opzichte van die van 2009?

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Final thought …

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www.capgemini.com/consulting

Capgemini Consulting is the strategy andtransformation consulting brand of Capgemini Group Copyright © 2009 Capgemini. All rights reserved.

Our next step is to get one level deeper … that’s why we organizing Finance Summit 2009 for coming August 25


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See our advert in the ‘Financiële Telegraaf’ of tomorrow or check www.capgemini.nl/evenementen

Programma:

-10.00-10.30 u Ontvangst

-10.30-12.00 u Plenaire sessie Finance Vision 2020

-12.00-12.45 u Lunch

-12.45-14.15 u Deelsessie Megatrend (1)

-14.15-14.30 u Korte break

-14.30-16.00 u Deelsessie Megatrend (2)

-16.00-17.00 u Plenair en borrel

http://www.capgemini.nl/evenementen

APPENDIXGood To Know More: The Future Controller

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The future CFO will adapt the financial organization to meet the developments in the changing environment

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CFO organization

Control and Risk OfficeSovereign functions and

risk management

Transformation OfficeInternal driver for change to allow for constant adaptation and

progressive evolution towards high efficiency and effectiveness

Support OfficeOffers “industrialized”

services

Value OfficeIntegrated manager of corporate values in an

holistic way

Str

ate

gic

im

pa

ct

Operational impact

Value Partner

Mandatory function

Transaction factory


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The future CFO will become a value partner covering all dimensions of the company

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CFOperspective

People

IT

Dynamic organization including‒ Value Office‒ Control and Risk Office‒ Support Office‒ Transformation Officein order to pro-actively meet future challenges

Dynamic organization including‒ Value Office‒ Control and Risk Office‒ Support Office‒ Transformation Officein order to pro-actively meet future challenges

“Industrialized” processes will generate the requested internal and external services

“Industrialized” processes will generate the requested internal and external services

The CFO acts asdata & information architectdefining and securing consistent finance-relevant data infrastructure

The CFO acts asdata & information architectdefining and securing consistent finance-relevant data infrastructure

The strategic advantage of the CFO organization in 2020 will be reached through flexible and highly qualified people

The strategic advantage of the CFO organization in 2020 will be reached through flexible and highly qualified people

Data & information

Services&

Processes

Organization

A global and harmonized IT landscape is the backbone for the future organization

A global and harmonized IT landscape is the backbone for the future organization


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The CFO organization offers all its service within a distinct set of roles in order to allow for an optimized interaction with the business

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Ch

arac

ter

of

serv

ice

off

erin

g

Transformation OfficeTransformation Office

Support officeSupport office

• Accounting• Standard controlling services• Intercompany accounting• Cash management / cash

pooling • CO2-accounting

Control and risk officeControl and risk office

• Corporate guideline, standards, methods

• Information architecture• Corporate governance and

legal requirements• Sustainability policy

Value officeValue office

• Group accounting / controlling• Information management• Treasury • Investment / initiative

Controlling• “Green” controlling

Val

ue

par

tner

So

vere

ign

fu

nct

ion

Tra

nsa

ctio

n f

acto

ry

• Risk management on business level‒ Financial risks‒ Business risks‒ Environmental risks

• Financial advisory

• Value management• Forward visibility• Financial advisory• Mergers and acquisitions • Investor management• Ext. stakeholder management

♦ Change management♦ Business case / benefits tracking

♦ Program office♦ Plan / design / build♦ Continuous improvement programs


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The future CFO takes over different roles within the organization

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Global Information Architect & Broker

The CFO ensures full awareness of internal and external perception and information

Chief Value Officer

The CFO acts as CVO - responsible that value is managed and measured at desired levels throughout the company and its network

True Leader

The CFO guides the entire CFO organization according to one conjoint vision

Ambassador of and to Capital Markets

The CFO actively mediates the mutual demands between the capital markets and the company

• Lead finance-relevant aspects inside the whole organization

• Commit the CFO organization to a unifying mission globally and across cultures

• Mediate the financial world and the executive board

• Manage the portfolio of investors• Watch out for business and financial risks

• Act as value officer in various financial and non-financial dimensions

• Drive innovation and performance to foster value for all stakeholders

• Provide world-wide business-tailored information

• Extensive use of IT architecture as backbone of data & information network

CFO

The CFO stands for the financial vision of the company and communicates this inside and outside the CFO organization.


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The relevant HR processes to support the organizational transformation allow for better employee fit, higher job satisfaction & better performance

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Career model Staff development Incentives & retentionRecruiting & staffing

“Accelerating incentive”

“MBA” profile

Cross functional development

programs

Building global leaders

Focused selection

Val

ue

off

ice

Val

ue

off

ice

“Accountant” and/or

“Controller” profile

Standardized contracts

“Training on the job”

Building old-hand experts

“Mass” -recruiting

Su

pp

ort

off

ice

Su

pp

ort

off

ice

Basic profile


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What do CFO’s think of what they will be doing in 2020

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What’s Cool

Decision maker at the forefront, to be perceived as a Chief Value Officer who can contribute to the strategic debate

Focus on people management, value, risks, integrity, growth, innovation and on external challenges

Daily activities include checking the dashboard, ensuring compliance, inspiring and coaching people in the team, judgement and managing external relations with shareholders and investors

The CFO's team consists of diverse people from different nationalities and cultural backgrounds

His KPIs are no longer solely measured in Euros. Other KPIs include reputation and company image, corporate social impact, financial performance and employer value.

What’s not Cool

It is not cool to perform routine tasks; these will be automated.

To work long hours in a fixed working environment.

Excessive travel times

Explaining (new) accounting rules to shareholders

Being overloaded with information.


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The CV of the CFO in 2020

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finance vision 2020 - the future controller

Economy & Finance