Article
From earnings improvement to enterprise value creation
How management teams can connect margin, capital and strategic priorities to the drivers that materially shape enterprise value.
Build a Finance function that spends less effort assembling information and more effort improving decisions
We connect Finance responsibilities, capabilities, processes, data and technology to define how the function should operate as business needs evolve.
Finance functions are expected to maintain control while providing faster planning, sharper insight and stronger support for increasingly complex decisions. Yet fragmented processes, duplicated roles and inconsistent data can keep teams concentrated on reconciliation and reporting. Technology alone rarely resolves these issues when accountability and process design remain unchanged. Finance transformation requires an integrated view of what the function should deliver, which activities should sit where, how information should flow and which capabilities and technologies are necessary to support control and decision making at the required speed.
Focus
Finance transformation starts with the work finance should actually perform
The operating model defines how finance allocates roles, processes, technology and decision support across the enterprise.
Read nowStrategic Challenges
Can finance become more useful without simply adding tools and centralizing work?
The challenge is redesigning responsibilities and workflows while preserving control and business relevance.
Read nowStrategic Impacts
A coherent finance model connects control, efficiency and decision support
Clear roles, process ownership and data flows reduce duplication while sharpening finance's contribution to management.
Read nowObserved Patterns
Finance transformations often automate fragmented processes rather than redesign them
Technology can accelerate inefficiency when workflows, accountabilities and information needs remain poorly defined.
Read nowStrategic Challenges
Can finance become more useful without simply adding tools and centralizing work?
The challenge is redesigning responsibilities and workflows while preserving control and business relevance.
Read nowStrategic Impacts
A coherent finance model connects control, efficiency and decision support
Clear roles, process ownership and data flows reduce duplication while sharpening finance's contribution to management.
Read nowObserved Patterns
Finance transformations often automate fragmented processes rather than redesign them
Technology can accelerate inefficiency when workflows, accountabilities and information needs remain poorly defined.
Read nowPOV
Finance should not digitize yesterday's model and call the result transformation
Real transformation changes the work, decisions and responsibilities before it changes the technology stack.
Read nowOur approach
Redesign Finance from the decisions, controls and insights the enterprise requires
Our approach begins by defining the outcomes Finance must deliver across control, planning, reporting, insight and business support. We map current activities, capabilities, processes, data and technology to identify fragmentation, duplication and work that consumes capacity without improving financial outcomes. Alternative service and capability models are then tested across corporate, shared and embedded Finance roles. We define process ownership, governance, data and technology requirements alongside organizational changes, creating a transformation path in which operating-model choices determine technology needs rather than the reverse.
The data and estimates presented are indicative and intended for illustrative purposes. Actual outcomes may vary based on each company’s specific context, market conditions, operating model, implementation choices, and the quality and consistency of execution, including actions undertaken by the client.
Keypillars
Explore the key pillars that define this capability and shape how we create focused, measurable business impact.
Operating model clarity
Defines the roles, processes, governance, technology, and service boundaries required for an effective and scalable finance function
Process integration
Connects planning, reporting, accounting, treasury, controls, and decision support through consistent workflows and data responsibilities
Capability modernization
Aligns finance skills, tools, automation, and analytical capacity with the changing information and decision needs of the enterprise
Is your finance function built to shape decisions or still organized primarily to process them?
Get in touch with our Finance operating model and transformation team to examine roles, processes, governance and decision support.
Get in touchStrategic Framework
Explore our Strategic Framework
Explore our strategic framework applied to page_title and discover which model we apply to help you achieve your goals and objectives.
Discover our framework01. Assess finance
Evaluate finance structure, roles, processes, capabilities, systems, service delivery, and business interfaces
06. Embed performance
Establish measures and review mechanisms that track finance effectiveness, service quality, control, and adaptability
05. Execute transition
Translate the target model into coordinated changes across people, processes, systems, data, and management routines
02. Define ambition
Set the future role of finance across control, insight, planning, decision support, transaction processing, and governance
03. Design model
Configure structures, responsibilities, service channels, processes, capabilities, technology, and governance
04. Prioritize changes
Sequence transformation initiatives according to business value, dependency, feasibility, risk, and implementation capacity
How we help
Reshape Finance around stronger control, better information and more effective decision support
We provide Finance operating-model and transformation designs spanning organization, processes, capabilities, data and technology. The work can include Finance diagnostics, service-delivery models, role and capability design, process ownership, planning and reporting redesign, data architecture requirements and transformation roadmaps. Outputs define how Finance activities should be organized, which capabilities should sit centrally or closer to the business, where automation can release capacity and how the function should transition toward its target model while preserving critical control.
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Finance operating model diagnostic
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Target finance operating model
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Finance organization design
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Finance capability architecture
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Finance process redesign
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Finance shared services design
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Finance center of expertise design
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Finance business partnering model
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Controllership model design
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FP&A operating model
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Treasury operating model
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Finance service delivery model
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Finance role architecture
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Finance governance design
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Finance data model design
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Finance technology roadmap
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Finance automation assessment
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Finance workforce planning
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Finance performance framework
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Finance transformation roadmap
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Finance transformation governance
Explore our FAQs
Find answers to the most common questions about this service, including key features, processes, and practical considerations. Explore our FAQs for additional insights and guidance.
When strategy, scale, technology or business complexity makes existing finance roles, processes and decision support inadequate.
It should establish mandates, roles, capabilities, processes, governance, technology and interfaces between finance and the business.
Repeatable activities with scale benefits and common standards are candidates, subject to control and business-proximity requirements.
Preserve independent financial discipline while ensuring decision support is sufficiently close to commercial and operational realities.
No. Technology choices should follow clarity on finance objectives, processes, information requirements, roles and decision needs.
Remove low-value outputs, standardize definitions and redesign information flows around actual management and statutory requirements.
Evaluate control quality, cycle times, forecast reliability, decision support, cost and the capacity devoted to higher-value financial work.
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Editorial overview
Articles
When finance must become a decision engine
How finance functions can move from control and reporting toward adaptive planning, stronger insight and faster enterprise decisions.
Read articleThe new discipline of financial flexibility
How capital structure, liquidity and scenario planning can preserve strategic options when rates, demand and investment needs move unpredictably.
Read articleFocus
Profitability depends on understanding where economics are created or destroyed
Cost, pricing, mix and operating complexity interact across products, customers, channels and activities.
Financial vulnerability appears before distress becomes visible in headline results
Weakening cash conversion, covenant headroom, margins and funding access can signal pressure well before a crisis.
Strategic challenges
Can liquidity remain resilient when growth, inflation or disruption absorbs cash?
The challenge is managing working capital without damaging service, suppliers or commercial relationships.
Can finance become more useful without simply adding tools and centralizing work?
The challenge is redesigning responsibilities and workflows while preserving control and business relevance.