PBF&R MARKET AND IBS/COE TEAM ARGENTINA

“The nomination is about “Piloting our new Operating Model key process Finance Controlling and Revenue forecasting”, in a very difficult environment.

-        Being a Pilot market in such transformational processes required high expertise, strong commitment and superb collaboration, demonstrated with high standards by market/IBS

-        Tremendous efforts to make the pilot not just a first step of a migration process, but to really understand the long terms benefits of the new processes looking for an “add value activity” for the markets to come and the entire Function

Despite high workload implication, and during new COVID work environment, the team showed a tremendous positive attitude and effort to implement the new model, focusing on the global roll out benefits”

Facundo Gonzalez Lobo, VP Finance LA&C

INTRODUCTION OF TEAM & PROJECT

We lived the “PBF&R project” as an exciting and challenging journey, through which, as pioneers of this new model; we felt and keep feeling, as Finance transformation protagonists.

We made history in finance:

• #3 streams: Market + IBS Finance Controlling + CoE Revenue Forecasting
• #2 phases
• #1 vision: ONE FINANCE TEAM

   

  This transformation allowed us to change our consumers perception towards the copilot role required for our business success.

   

   

  DETAIL ON WORK

   

  We pioneered the new operating model implementation for Global finance organization. We executed and consolidated FOM, as we set up the new way of working and we really experienced the benefits of budgeting and reporting activities in a centralized way.

   

  After tailoring the new FOM’s split of responsibilities between the streams, market finance team was able to improve the “copiloting” role, while FC and CoE could focus on standardization and streamline of processes. In a nutshell, this new finance ecosystem allows to provide deeper insights to our key stakeholders and the business as a whole, while executing the activities efficiently.

   

  Our success factors:

• Our focus was always to set up all this model, and the required changes, with all our internal customers first.
• After we assessed the market needs, we faced open conversations with GPO to find the best model that fits all requirements. Altogether we adjust the model, ensuring having all visions incorporated.
• Success mapping of end-to-end processes and detail split of activities was agreed and executed.
• We introduced, tested and successfully deployed new system tools and provide users support.
• From market point of view, they were able to focus their efforts on projects, strategy and prepare assumptions to run different scenarios.

   

  Tail wind:

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• We build IBS FC & COE Teams with full knowledge and resources from the affiliate which was key to accelerate the implementation.

   

  Head-wing:

   

• For the first time in history, we had to migrate and perform the budget fully remote while stepping in unknown grounds day after day, as pandemic spread and COVID restrictions evolved in our countries.

   

  Our achievements:

   

• Proved the concept and make it real for finance and the business, but also sharing the experience and the new operation model with other regions.
• Our stakeholders felt no impact despite we went through 2 migration phases during the unique context as COVID pandemic was.
• As a new finance organization, working with this new model, allowed us to provide better and deeper insights for our customers.