The challenge

Today's CFO faces tremendous pressure to balance the needs of the organisation with external demands to create sustainable excellence and demonstrate the value it adds. 

However, many finance organisations today are hindered by the complexity of disparate systems, a proliferation of spreadsheets, and varied management processes and controls.  Our experience in working with hundreds of global leading companies reveals that maintaining multiple finance environments with differing policies and systems across many operating units has become inefficient, costly and generally unwieldy.  This not only hinders the ability of finance organisations to deliver timely and accurate financial information, but also prevents them from adding real strategic value. 

As companies in China continue to grow at double digit rates and access foreign capital markets, there is a need to design a finance function that is efficient, flexible and can support the organisation to address future issues and demands. 

As the CFO, have you considered the following?

The role of the CFO to change

The convergence of regulatory, global and market drivers are requiring CFOs to re-assess the structure of their finance organisations as well as the role they should play.  The finance function is often under intense pressure to provide greater transparency and help manage business performance, while reducing the costs of its operations. 

With such pressures, CFOs must expand their role from being the traditional scorekeeper to an active business partner, advising on strategic planning, operating efficiency and, ultimately, value creation. 

Our approach

Achieving an effective finance function requires a framework that helps you to design and implement transformational solutions. 

Finance Visioning Framework

The path to improvement must begin with a comprehensive view of finance.  Our Finance Visioning Framework helps CFOs understand the critical dimensions that together influence the effectiveness of the finance function and provides a structure for evaluating the adequacy of the current finance operating model and service levels, identifying gaps and setting priorities for change. 

Our people will utilise their accounting, organisational and technical skills to help enhance the core transaction processing and reporting competencies of the finance function, while strengthening its ability to support management decision-making and corporate strategy.  In delivering a comprehensive solution for Finance Effectiveness, it is important to consider key enablers such as Technology, Data Services and Change and Programme Effectiveness. 

Some of our comprehensive services include:

  • Re-engineering the close, consolidation and reporting processes - SmartClose 

  • Benchmarking of finance processes and practices to identify performance gaps and issues. 

  • Visioning of the overall finance function, considering organisation, processes, people and technology. 

  • Developing and implementing finance policies and control frameworks, factoring in all relevant business, regulatory, governance and internal control requirements. 

  • Designing integrated finance organisations, including mapping of roles and responsibilities of corporate, business unit, and shared service finance groups. 

  • Identifying and assisting with implementing opportunities for shared services and outsourcing delivery models. 

  • Designing and implementing detailed finance transaction and reporting processes. 

  • Managing programmes for large-scale, multi-work stream transformational initiatives.

Key benefits

Our Finance Consulting services help organisations increase performance by improving the efficiency and effectiveness of their finance processes.

  • Reduced time to produce management and financial reports; greater transparency and quality of information; and faster close processes. 

  • Improved performance management systems and budgeting processes; improved quality management over data collection and analytical precision; faster and more accurate decision-making processes. 

  • Streamlined activities across different departments and locations; reduced IT, financial and organisational costs; standardised processes and application of best practice. 

  • An integrated cost management environment combined with enhanced ability to perform multi-dimensional segment, market and customer analysis, thus providing essential insight into the value drivers of a business. 

  • Alignment of treasury policies and processes with the broader financial and commercial goals of the organisation; enhanced governance over streamlined inter-company processes creating greater control and access to cash. 

  • Strengthened professional environment for attracting, retaining and developing critical talent and future finance leaders.

Contact us

Bill Kong


Tel: +[86] (21) 2323 2998

Edmund Lee

China Consulting, Clients and Markets Leader

Tel: +[852] 2289 2714

Follow us