Finance & performance
Managing and predicting, creating value, transforming, mastering risks and data, developing skills.
We support you in facing the challenges that have to be met
The finance function creates value
Financial functions must generate value by being the driving force behind companies responding to changes and disruptions in their environment. They have to demonstrate agility in reconciling short and long-term views for performance, local and global perspectives, the imperative needs to innovate and control.
This demands continual reinvention by:
- Adopting an agile approach in managing performance and in redesigning processes
- Making the business partner role a long-term one to create sustainable and versatile business models
- Taking advantage of technological innovations to develop an “enhanced” financial function: Big Data, robotisation (RPA, chatbot, …), predictive algorithms, artificial intelligence, blockchain, …
- Developing skills and promoting creativity around taking initiatives
Value-based investment management.
Review of project portfolio management mechanisms involved in the appraisal of new initiatives, their prioritization, and financial commitment:
- Clarification of the roles and responsibilities involved in decision making;
- Redesign of the processes in charge of the appraisal of ideas up to the validation of the financial commitment;
- Definition of the methods and tools required to conduct a performance dialogue upstream of budget allocation;
- Assessment of the transformation needs to be considered by the company in the medium and long term to continuously improve its organizational performance.
Controlling Director, ISP BG, Nexans.
"PMP assisted us with the transformation of Management Control in Europe. Working closely throughout the project with the PMP team, we were able simultaneously to benefit from a quality dialogue on strategic issues and change management, but also pragmatic, operational guidance in the project implementation.”
This partnership was awarded the Transformation 360 Award in 2018, given by the Oracle Solutions User Club.
Support the transformation of the global finance function as part of a business model change.
Define and provide support in establishing new budget and forecast processes. Model wage forecast in a changing environment. Support change on a worldwide scale with FP&A populations.
Director of Finance Transformation program, Dassault Systemes
"PMP teams have been key to the digitalisation of our financial forecasting tools. They demonstrated rigorous support, a contagious dynamism and a strong ability to adapt when faced with major deployment issues on an international scale."
Chief Financial & Administrative Officer at La Fourchette
"Over recent years, La Fourchette has called upon PMP numerous times. We have reaped the benefit of real, highly operational expertise, especially on cash management issues, in defining business KPIs and on building a solid financial model that allows us to project cash flows over 3 years. The real strength in PMP goes beyond expertise on highly specific subjects – it lies in their pragmatic approach, the quality and relevance of recommendations that are invariably adapted to context and to the organisation, and in their ability to create a relationship of trust with their clients.”
Define the new organisation of financial functions to address the group’s performance challenges (end-to-end investment management, reporting factory, shared service centre).
Transform the finance function
Make it a key player in performance
Optimise production and analysis: CSP, Reporting Factory
Optimise processes: O2C, P2P, R2R, budget and forecast
Attract and develop talent
Successfully deliver on IS projects: devising roadmaps, PMO, AMOA, robotisation
Manage and predict
Build business models,
Add agility to processes: rolling forecast, BBZ
Improve the quality of reporting (data management, relevancy of analyses, forecasting capabilities)
Make best use of Big Data and new digital tools in forecasting: data-visualisation, chatbots, predictive tools, …
Make an independent and objective analysis of the financial and operational situation
De-mystify and make financial flows more reliable (contractual audits and major project audits)
Analyse and optimise the profitability of activities and offerings
Increase operational excellence through lean management
Develop economic models and establish long-term cost reduction plans
Optimise cash management processes: O2C, P2P, fraud reduction
Instil a « cash culture » across the teams