Finance and Shared Services

‘Doing more with less’ has become a common business mantra, but it isn’t always that simple to put it into practice. By now most organisations have taken the conventional steps to improve the efficiency of their finance function. To set yourself apart from the competition, you need innovative ideas. We can work with you to help to develop your strategy and turn it into reality.

We’ve worked with many different finance teams to identify and implement innovations to increase efficiency, so we’re confident we can help you build a finance function that’s truly integral to the success of your business.

How we can help you

Finance transformation

Today’s CFOs must find a balance between compliance, efficiency and providing insight and innovation to the business. The underpinning finance target operating model is key to achieving this balance. Finance transformation delivers benefits from strategy development right through to execution, enabling the CFO to:

  • define a clear vision and strategy for finance
  • understand current functional performance
  • develop a future target operating model, including business case and implementation roadmap.

We provide the thought leadership to design and implement future-proof operating models with the optimal blend of insight, compliance and efficiency, securing finance’s place at the heart of the business. 

Shared Services and Outsourcing

We have a wealth of experience designing and implementing various Shared Service Centre, Outsourcing and robotic process automation (RPA) solutions and know the alternative models that will best fit an organisation’s design and imperatives.

The continued pressure on corporate profitability and the ongoing need to increase the effectiveness of business support functions has driven interest in global sourcing to a new level. Organizations are realizing that the sourcing decisions they make will have far-reaching implications for their business, requiring new strategies and approaches to help ensure growth. Organisations are now moving along the maturity curve and outsourcing or establishing centres of excellence for core activities like research, product development and tax and legal services. The rationale for shared services and outsourcing is thus changing dramatically; a growing number of organisations see it as a means of obtaining strategic advantages, not just as a cost-cutting measure.

Today, with greater connectivity, the trend is towards multi-sourcing — where shared services, outsourcing and robotics all play a role and collaborates with each other to provide a seamless collection of services. As a result, the pillars of global sourcing — outsourcing, shared services, offshoring and robotics — are becoming entrenched business strategies, to the point of giving rise to a new era of collaborative partnering.

To navigate today’s complex sourcing options, organizations need to apply the same rigor necessary for all strategic business operations, to the evaluation, management and execution of their sourcing commitments. At PwC, we differentiate our approach by embedding aligned areas such as accounting, tax, governance, and risk and control into the sourcing activity. We work with you from initial strategy to termination or renegotiation.

Enterprise performance management

We help our clients put information at the heart of their business, from gathering and analysing the right information to reporting on it and then applying it. We help our clients identify what they can measure to understand the current state of their business. These metrics are then planned, measured, forecast into the future and used to drive target setting – for the organisation as well as individuals.

Making the right business decisions quickly and confidently is integral to success. In order to excel, there are four areas of focus to be mastered:

  • Set the right targets: tight alignment between business strategy and the KPIs used to set the goals, coupled with a motivational workforce model, will create superior performance.
  • Integrate business plans: this will help you to get the most of out of business assets by optimising their allocation and allow greater accuracy of predicted future earnings.
  • Predict outcomes with analytics: using huge data sets to test strategic decisions and discover patterns will enable you to better predict the outcomes of your decisions and readjust quickly.
  • Improve business reporting: having the right management information available at any time supports confident decision making.

Embedding enterprise performance management can deliver significant benefits, including increasing workforce effectiveness, process efficiency, revenue optimisation, cost efficiency, asset optimisation and corporate credibility.

The business landscape is also being transformed by a series of megatrends, of which digital technology is the most pervasive and potentially disruptive. Boards are looking to technology and finance leaders to help them understand what these digital developments and wider megatrends mean for their businesses and develop strategies to respond.

As the owner of much of the required data and analytical techniques with a bird’s eye view of the business and its marketplace, the finance function is ideally placed to navigate change and orchestrate innovation. We can assist finance teams get up to speed with the changes and how digital technology may best be leveraged.

Corporate Finance and Treasury

Against the backdrop of the megatrends, today’s business environment is characterised by accelerating change, which presents both risks and opportunities. Organisations face a variety of different financial risks, such as credit, market, liquidity, operational commodity and insurance risks.

Within this environment, companies that maintain a strong balance sheet, deploy capital intelligently, efficiently fund their operations and generate sustained cash-flow growth are best positioned to weather unexpected events and capitalise on investment and growth opportunities.

We help companies identify and realise immediate opportunities to reduce operating expenses, increase cash flow from operations, improve asset efficiency and strengthen their balance sheets by making cash and liquidity across the organisation more visible, improving predictability of cash flows, improving processes and governance, and developing a ‘cash culture’. 

Contact us

Stephen Loadsman
Tel: +61 7 3257 8304

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