Segregated or shared service finance models are highly efficient in terms of processing power. But the approach can bring cultural challenges over time. A significant benefit of transformation at GSK has been the common recognition of a standard ‘one finance’ approach, taking the internal financial resources and their BPO colleagues on a common journey. This has resulted in fewer barriers between finance teams.
The future capabilities programme has also increased transparency and unlocked opportunities across finance. Employees understand how developing their skills can contribute to future roles in other departments, and where they may need to develop.
In addition, the capabilities initiative has raised awareness of how the technical and judgement skills gained in lower-level accounting roles can lead to commercial finance and business partnering roles in the future.
‘Our internal stakeholders, are our businesses: the general managers, the factory directors, R&D scientists and their teams. Those are the people we support. So, if we come up with something brilliant on paper that doesn’t serve their needs, it’s not going to work’.
Riccardo Calliano, Head of Finance Capabilities Development and Talent Pipeline
Do the groundwork — learn from others and build a solid technology infrastructure.
Be transparent.
Develop capabilities and build a ‘one finance’ team culture.
Read the full report: Finance transformation: the human perspective
insights.cgma.org/story/finance-transformation
