Performance management

Performance management

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What are the changes in regulations, accounting, fiscal and IT that must be dealt with by Financial Reporting users?

How can these constraints be transformed into success factors and good quality information?

What are the most pertinent indicators that should be defined and followed to ensure alignment with the Company’s financial strategy?

Rsa has developed a unique base of knowledge and know-how founded on a methodology that is constantly adapted to the context of its clients.
Today, this combination of strengths and assets enables Rsa to assist clients in adapting their accounting and financial processes.
Our experts have a common perspective on the evolution of the world of finance. They share the belief that performance monitoring is a key factor to master in order to optimise the financial system and the profitability of the business.

In a demanding and competitive environment, our co-workers firmly believe that the factors that affect the competitiveness of an organisation are closely linked to two key elements :

  • the performance of the financial processes

  • the establishment of a robust IT platform

 

Financial management and financial audit management have a shared vision of their function: to support the general and operational management teams, which means providing financial information in a very timely manner to enable the decision-makers to act very quickly. It is not enough to simply provide figures and report discrepancies.

We can assist you in implementing a budget planning operation.
Our services are centred on the three pillars of our Management Audit provision :

Profitability and cost analysis

  • defining objectives and expectations in terms of measurement of economic performance

  • defining the guiding principles of the analytical model being targeted by identifying the major axes of cost control, in line with the core business activity and the business strategy;

  • management flow analysis  (external, internal, inter-group) and review of cost model parameters (cost centres, business activities, service/product offer, clients)

Redesigning budgeting and forecasting processes

  • restructuring and optimising budgeting processes (correcting the major shortcomings, reviewing roles and responsibilities etc.) whilst optimising the central position of the management audit function

  • designing a new budgeting and forecasting framework (indicators, axes of analysis) adapted to the monitoring processes;

  • identifying and testing the areas of change necessary in order to implement optimised budgeting and forecasting processes (analytic accounting, reporting, organisation, information systems etc.);

  • supporting the establishment of new budgeting and forecasting processes

  • analysing the information system change scenarios (ERP, EPM tools);

  • project management support in setting up the associated tools (in the capacity of Project Management Support)

  • Redesigning management charts and monitoring indicators

To help you reach your operational and financial indicators and your strategic priorities, we suggest the following method :

  • Redesigning your management charts and progress indicators (group, branch, companies, functions)

  • Reviewing requirements in terms of  performance monitoring.

  • Identifying the operational and financial action levers that will allow you to pursue your strategic priorities and drive performance

  • Assisting with a review of the appropriate pilot phase (actual and forecast data)

  • Redesign of Management Reporting

  • Analysis of the Information System change scenarios (ERP, EPM tools)

  • Assistance with project management in setting up the associated tools (Project Management support, Project Management for certain EPM solutions such as SAP, BPT, TM1)

  • Assistance in defining and aligning the management charts and reporting (Group, Business Activities, Functions) necessary to the review of financial and operational monitoring indicators

  • Closing accounts in a more timely manner: the more frequently the consolidated accounts are produced, the shorter the time-scale. In effect, greater experience makes it possible to master the process, the tools and the data more quickly. Likewise, resolution of complex issues can be managed on an as and when basis, rather than all together upon closure ;

  • More even distribution over time of the workload of the staff in charge of the production of consolidated accounts, be they in the subsidiaries, in central services and in all the business section management teams (N processes instead of 2) ;

  • Better management of financial communication: by limiting themselves to producing a single quarterly set of consolidated accounts, businesses leave themselves no leeway between closing and publishing the accounts.  A mid-term internal process allows financial communication to be drafted ahead of time

  • Evaluation and simulation of new reporting methods

  • Design and reconfiguration of the new group procedures

  • Design of the new structure and the new governance

  • Deployment of the new parameters for the accounting and finance functions

  • Supporting change throughout the group’s financial structure

  • Allocation of resources in the new structure

  • Drafting organisational procedures and job descriptions

  • Training

  • Risk analysis and putting in place precautionary measures

INITIAL PHASE

  • Processes

  • assistance in the implementation of a new financial process
  • analysing the impact of the new tool on the organisation and processes
  • initiating the process of adoption by administration staff, consolidators and key users
  • Systems

  • assistance in choosing the tool
  • analysing the functional coverage of the chosen software
  • planning the roll-out schedule of the new software
  • Principal deliverables

  • quality assurance plan,
  • general analysis reports
  • responsibilities matrix

STAGE 2: GENERAL DESIGN PHASE

  • Processes

  • defining all the actions necessary to support change (training, documentation)
  • Systems

  • preparing detailed specifications for software configuration
  • defining the elements of the technical architecture
  • Principal exercises

  • delivering the training and documentation schedule
  • defining post-launch support for users
  • planning and delivering detailed design workshops
  • Principal deliverables

  • detailed design reports
  • briefing document for the transfer of historical data
  • training and documentation schedule
  • communication and deployment schedule

STAGE 3: RECEPTION PHASE

  • Organisational

  • testing and verifying the consolidation of data entered and the compilation of consolidated financial information
  • identifying non-compliances vis-à-vis the detailed specifications
  • Principal exercises

  • fine-tuning the reception protocol
  • coordinating the processing of configuration anomalies
  • testing fixes; non-regression testing

STAGE 4: LAUNCH PHASE

  • Organisational

  • assisting with user training
  • assisting users with launch
  • assistance with 1st consolidation
  • Systems

  • perform the first group consolidation using the system
  • carry out the historical data transfer exercise
  • Key concepts

  • change management
  • project management
  • mastery of configuration techniques
  • functional skills
  • independence