Roll-out a global performance management model

250

users for approximately 100 entities

4

models integrated in the solution (Finance, HR, Costing, Pricing)

1

fully operational module every 6 months

Background

As a key player in digital security, our client accounted for nearly 15,000 employees worldwide in 2021 and reached a turnover of €2.2 billion. With a wide range of activities, clients (private and public) and countries of operation (over 180), the group must ensure the efficiency of its planning processes, which involve a large number of stakeholders from all functions of the organisation.

Challenge

The Finance Department wanted to implement a Group budgeting and forecasting model in line with all its subsidiaries and activities. From the Finance perimeter, the ambition was to gradually deploy different modules dedicated to the operational components: turnover, payroll, industrial costing, pricing of offers, etc.

Approach

In order to respond to the gradual evolution of the global management model, the semi-agile mode was adopted to match the evolving needs with the technical implementation. In phases of 10 to 15 weeks, each implementation was punctuated by strong collaboration with each business team on a proven methodological cycle: • Analysis of the key issues of the scope and identification of the process owners • Definition of the functional and technical requirements of the target model • Development of the model in an agile mode, allowing for quick validation of the principles and user rendering • Validation tests, user training and UAT in real conditions • Post-live assistance, maintenance and evolutions based on user feedback

Key results

100 country teams successively trained in the different models

Creation of a global model from factory cost to customer offer

Articulation of the different functional modules around the financial budget

Benefits

Following the deployment of the Anaplan steering model in progressive stages, the business applications were highly integrated to accelerate processes, build new scenarios and better control the impact of internal and external cost volatility. This transversal model has also helped develop collaboration between the different internal teams.