In this presentation Pernilla Nyberg talks about Finance and draws comparisons throughout to the cycling career of Lance Armstrong in regards to challenges and being able to overcome them as well as importance of having a good team around you for prolonged success.

1. 1
NY:BS
The Transition of the Finance Function
to Value Added Business Partners
Pernilla Nyberg
FP&A Summit
June 2nd – 3rd, 2011
London

2. 2
NY:BS
Nike Inc. – the world’s leading sports brand
To bring inspiration and innovation to every athlete* in the world.
*"If you have a body, you are an athlete." - Bill Bowerman

3. 3
NY:BS
Lance Armstrong
Seven straight Tour de France victories 1999 - 2005

4. 4
NY:BS
The Finance Function
Transition to Value‐Added Business
Partners to drive sustainable and
profitable growth, improved forecast
accuracy and ultimately
Shareholder Value

5. 5
NY:BS
My Approach

6. 6
NY:BS
The importance of a common goal
Winning is a Team Effort: Lance Armstrong didn't’t win all these tours
without the help of his team.
The team consists of other riders, coaches, mechanics, doctors, and
others. The riders are there to work together, they create wind tunnels
and help pace each other. Many times one team member must sacrifice
themselves for their leader. Regardless, no one is winning any tours
without the help of a team.

7. 7
NY:BS
The same applies to the corporate world

8. 8
NY:BS
Challenge for the Finance Function
• Current Workload?
• Transactional work?
• No time?
• Appropriate skills?
• Finance seen as
business partners?
• Do the business
partners want to come
& play?

9. 9
NY:BS
Traditional view of the Finance Function
FROM

10. 10
NY:BS
Future Finance function
TO

11. 11
NY:BS
Transition the Finance function

12. 12
NY:BS
Transition Plan to Value‐Add

13. 13
NY:BS
Finance serves multiple Partners

14. 14
NY:BS
Focus on Internal Business Partners
HRHR
CategoriesCategories
SalesSales
Business UnitBusiness Unit
MerchandisingMerchandising
WHQWHQ
Legal CounselLegal Counsel
OperationsOperations
Demand PlanningDemand Planning
MarketingMarketing
EHQEHQ
LogisticsLogistics Customer ServicesCustomer Services
RetailRetail

15. 15
NY:BS
Finance to align the pipe
Finance to take the Lead
Flexible, Dynamic & Organic
Get all players to come and play

16. 16
NY:BS
A great deal of flexibility is required…
Seven straight wins between 1999 to 2005, after a brief
retirement he returned in 2009 and finished overall 3rd.
In 2010 he stated after 8th stage his tour was finished but
intended:
“to complete the race and support his team”

17. 17
NY:BS
…and so is a Clear goal aligning all teams
“A boo is a lot louder than a
cheer. If you have 10 people
cheering and one person
booing, all you hear is the
booing.”
Lance Armstrong

18. 18
NY:BS
What is the Definition Value Add?
Define Value Add
for both our Business
Partners &
us as a Finance Function

19. 19
NY:BS
Expectations of the Finance Function

20. 20
NY:BS
One Approach of ‘adding value’ is:

21. 21
NY:BS
Create Capacity & Build Capability
An Athlete is continuously creating
Capacity and building Capability to
enhance their performance

22. 22
NY:BS
Same goes for the Finance Function

23. 23
NY:BS
Efficiency improvement

24. 24
NY:BS
Create Capacity through efficiency

25. 25
NY:BS
Performance Improvement

26. 26
NY:BS
Build Capability through Talent Strategy
Clear Job description &
required competencies
Training & Development
Career & Succession
Planning
Talent Acquisition Plan
Performance
Management Culture
Robust Appraisal Process

27. 27
NY:BS
But what about the Business Partner?
So if Finance Create Capacity and
Build Capability
How can we get the Business
Partners to Partner up with us

28. 28
NY:BS
Understand their Challenge

29. 29
NY:BS
Finance need to rise to the Challenge

30. 30
NY:BS
Inspire & Guide our business partner

31. 31
NY:BS
Not one solution fits all
• Customised Approach
• Relevance for Business Partner
• Large Investment but with a great return

32. 32
NY:BS
Divide Business Partners in Target groups
Categorise the Business
Partners into Target Groups:
•Total Organisation
•Individuals
•Individual Functions
•Sub‐teams
In order for us to focus
partnership

33. 33
NY:BS
Business Partner: Total Organisation
Instill Finance Acumen in the
Organization:
Education & Awareness
Finance for Non-Finance Managers
Shareholder Value Training

34. 34
NY:BS
Key Individual Business Partners
Successful approach for Senior
Business Partners e.g. Mngt
team members, Dept
heads, or key contributor‐
roles
Tailored 1/1 Approach
Openness, Trust, Respect

35. 35
NY:BS
Individual Functions as Business Partners

36. 36
NY:BS
Achieve greater results

37. 37
NY:BS
Sub‐teams of Business Partner
Clusters of functions and business partners
Integrated Processes
Focus on Cross functional alignment

38. 38
NY:BS
Example of a Sub‐team approach: S&Op

39. 39
NY:BS
S&Op: Finance to take the lead

40. 40
NY:BS
S&Op: Roles & Responsibilities

41. 41
NY:BS
S&Op: Agenda

42. 42
NY:BS
Cycle of Value‐Add Business Partnership

43. 43
NY:BS
Finance in great position to take the lead

44. 44
NY:BS
In Summary
Capac
ity
Capac
ity
Inspir
e
Inspir
e
Capabi
lity
Capabi
lity
GuideGuide

45. 45
NY:BS
And remember…
“If you worried about
falling off the bike, you’d
never get on.”
“Pain is temporary.
Quitting lasts forever.”
Lance Armstrong
THANK YOU!