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Journey to world class FP&A processes

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Journey to world class FP&A processes

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Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.

Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.

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Journey to world class FP&A processes

  1. 1. Journey to world-class Financial Planning and Analysis (FP&A) processes
  2. 2. PROCESS • ANALYTICS • TECHNOLOGY 2 A Global Business Process Services Leader: Process Transformation and Outsourcing, Analytics, Technology We help leaders of some of the largest enterprises transform and run their processes and operations, including the very complex and industry-specific What we do Unbiased, agile combination of process science, related technology and analytics limits upfront costs and enhances future adaptability Right critical mass: • we are large (64,000+ global staff) but our solutions appropriately flexible • our top management is directly involved in our client partnerships How we do it Our impact We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected… …by enabling tighter management of costs, risks, regulations, and supporting growth The results: US$22B* of impact for 800+ global clients
  3. 3. PROCESS • ANALYTICS • TECHNOLOGY 3 Key findings from survey with CFO.com >50% Organization takes more than 3 working weeks to update their strategic plan 46% ... of Companies’ actual revenue performance varied for more than 5% of their revenue forecast 61% Organizations that have centralized their planning process at corporate or group level have most efficient processes 72% Time of finance professional is spent on the overall process of collecting and validating data 80% Companies use spreadsheets in one form or other for financial planning & analysis * * * # # (*) Genpact CFO Survey (#) Other CFO Survey results
  4. 4. PROCESS • ANALYTICS • TECHNOLOGY 4 Traditional view Back office function Provide insights into business Fragmented across divisions/ departments No significant role in policy making Compliance with policy and practices not major focus area 70- 80% of time spent on data gathering and cleansing The new world Revenue-generating function Transformed into business partner role Consolidated/centralized function with ability to drive standardization Ability to influence policy and change Provide visibility into non-compliance with policies and established practices 70%-80% of time spent on understanding data and trends Financial planning and analysis: Shift in focus
  5. 5. PROCESS • ANALYTICS • TECHNOLOGY 5 Typical FP&A lifecycle Planning/ Forecasting • Strategic planning • Annual budgeting  Revenue cost  Capex/OPEX/Cash flow  Forecasting: Geography/Country/ Business/Unit/Product Reporting • Macro-level reporting • Lifecycle costing Analysis • Operations variance • Revenue cost • Overheads and expenses • Profit variance at Customer/Contract/ Product level Decision support • Decision support and scenario analysis • Spend/Portfolio/Supply chain analysis • Financial engineering & risk analysis FP&A Activity Type % Man hours spent** Transactional 39% Analytical 19% Judgmental 42% ** Normalized Month End
  6. 6. PROCESS • ANALYTICS • TECHNOLOGY 6 Typical FP&A challenges ` Qualityof financial information StandardizationOperationalefficiency • Too many disintegrated sources of data, creating highly inefficient process • Low confidence in accuracy / quality of data • Inconsistent Master Data across regions • High duplication of reporting activities across regions • Lack of standardized KPI definitions • Disparate accounting processes across regions • Too much time spent on report generation • Lot of manual activities in preparing reports • Too many reports have been developed over time, some of which have lost its relevance • Delays in getting required data / report • Complex calculations making it prone to errors Our understanding of current state  FP&A teams cut across regions and entities with independent reporting structures. Possibility of duplicating efforts in report generation and minimal knowledge sharing between teams resulting in limited best practice sharing  Lack of standardization across reports. Reporting is more manual driven and less automated  Multiple sources of pulling information (Oracle, PeopleSoft, Hyperion, Business Objects etc.)
  7. 7. PROCESS • ANALYTICS • TECHNOLOGY 7 World-class” FP&A framework Agility Partnership Enabling technology Adaptable reporting model Optimize business processes Before project Post project • Efficiency gains through automation • Minimize Ad-hoc reports • Self service reporting • Reporting optimization • Leveraging technology Time to gather data / report creation Reporting performance Reporting performance Time to gather data / report creation • Drive scalability • COE model • Better business insights Re-defining FP&A operating model to add value to business through partnering Effective management reporting to support decision support model Optimize reporting processes to improve efficiency, self service, and drive scalability Create long term partnership which brings in expertise, flexibility, and effectiveness Implementing right technology to support process transformation Best in class FP&A Process
  8. 8. PROCESS • ANALYTICS • TECHNOLOGY 8 Proven capabilities in FP&A and Analytics  Sales to margin analysis  Capital and interest allocation  Product and channel analysis  Price / volume mix  Royalty, collaboration agreements Forecasting and Profitability Analysis  Balance sheet walk  Working capital analysis  Cash and fund flow analysis  Product/ business line/ region wise analysis  P&E analysis  Region wise analysis Reporting  Budget modeling  Model upload in financial system  Budget management  Budget upload in ERP  Data management  Budget revisions  Variance analysis Planning and Budgeting  Activity based costing  Risk control management  Segment analysis  Competitor analysis  Transfer price analysis  Hierarchy modeling  Legal FP&A  Contract vs. actual analysis Others  Market assessment  New product feasibility study  Response/ profitability modeling  Customer behavior modeling Manufacturing Operations Marketing Risk Pricing Service Operations  Commercial credit review  Acquisition risk management  Portfolio management  Capital management  Actuarial services  Win/loss analysis  Risk based pricing  Profitability analysis  Cost analysis  Price simulation modeling  Inventory planning  Material consumption analysis  Revenue forecasting  Digitization of cost model  Routing optimization  Workforce forecasting and scheduling  Agent scorecards and performance dashboards Smart Enterprise Processes(SEPSM) Technology Re-Engineering
  9. 9. PROCESS • ANALYTICS • TECHNOLOGY 9 Genpact’s unique offerings • Specialized Smart Enterprise Process (SEPSM) IP links business outcomes to metrics portfolio analysis • The highest satisfaction score in the industry and a large pool of referenceable clients Unparalleled footprint and success • Performance drivers to understand, create, and leverage Business Intelligence • “Full stack” of data analytics, technology and people, resulting in superior scalability and cost effectiveness Unique approach • “Best of Breed” proprietary solutions and alliances • Focused enablement of high ROI technology • End-to-end automation Genpact BI COE Industrialized BI operations • Robust industrialized operations complement your organization • Scientific approach to business processes • Analytics enabled and embedded into your business processes Agile technology • Proof of concept • Best practices and case studies • Reusable components / IP • Extensive FP&A domain expertise with IT Analytical offerings • Proven analytical and risk models • Prebuilt analytical solutions enabling rapid deployment and reduced time to insight • Process-driven data management and focused support for Enterprise Performance Management (EPM) and Risk and Compliance, complemented by BI strategy, advisory services, and reengineering • Actionable business intelligence driven by performance drivers
  10. 10. PROCESS • ANALYTICS • TECHNOLOGY 10 About Genpact Genpact Limited (NYSE: G) is a global leader in transforming and running business processes and operations, including those that are complex and industry-specific. Our mission is to help clients become more competitive by making their enterprises more intelligent through becoming more adaptive, innovative, globally effective and connected to their own clients. Genpact stands for Generating Impact – visible in tighter cost management as well as better management of risk, regulations and growth for hundreds of long-term clients including more than 100 of the Fortune Global 500. Our approach is distinctive – we offer an unbiased, agile combination of smarter processes, crystallized in our Smart Enterprise Processes (SEPSM) proprietary framework, along with analytics and technology, which limits upfront investments and enhances future adaptability. We have global critical mass – 62,000+ employees in 24 countries with key management and corporate offices in New York City – while remaining flexible and collaborative, and a management team that drives client partnerships personally. Our history is unique – behind our single-minded passion for process and operational excellence is the Lean and Six Sigma heritage of a former General Electric division that has served GE businesses for more than 15 years. For more information, visit www.genpact.com. Follow Genpact on Twitter, Facebook, and LinkedIn.
  11. 11. Thank You cfo.services@genpact.com

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