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Financial performance
expertise

In today’s uncertain environment, finance divisions are transforming and positioning themselves as key contributors to performance, supporting business lines and CSR.

A key challenge for finance divisions: transform to improve their own performance

For a finance division, improving performance entails adapting its organisation and pooling or outsourcing certain activities. An optimised financial information system and automated, industrialised processes are essential to reduce production effort. 

Tools alone will not suffice: humans must remain a core focus to retain talent and plan for changes in skills requirements.

A determining factor in this transformation is the engagement of teams and stakeholders to encourage ownership and adaptation to business line needs.

"Anticipating changes in skill sets is a priority for finance divisions to deal with changes in their roles."
Charlotte Puvis de Chavannes, Partner

As key contributors to performance,
finance divisions support business lines and CSR goals

Finance divisions are positioned as strategic advisers to accompany the evolution of companies’ business and societal models. To fully play this role, finance divisions must adapt their oversight model to the business needs, identify performance levers and demonstrate agility in forecasting. 

Contemporary finance divisions must also participate actively in sustainability goals, supply information on CSR commitments and track these commitments reliably to provide guidance based on the company’s strategic orientations.

Bartle,
360° financial performance consulting

At Bartle, we assist our clients with implementing a long-term vision by offering solutions suited to their needs and their challenges, co-constructed through a collaborative relationship.

Performance financière

Transforming the finance function

The Bartle team supports its customers to:

  • Define a vision for the finance division, analyse the maturity of the function and draw up a road map for the division
  • Define the human resources strategy to adopt and plan for changes in skills requirements
  • Incorporate the challenges and models to implement with a view to sustainable finance
  • Build a target operating model in the framework of organisational transformation 
  • Model existing processes and co-build target processes that align with best practices 
  • Accelerate digitisation within the division 
  • Ensure employee buy-in and ownership of the target solutions

"The finance division must provide an economic take on business line data to deliver insights to decision makers"
Mathieu Combes, Director

Performance oversight

Bartle assists its clients so they can:

  • Conduct strategic analyses and model financial flows
  • Overhaul the budget cycle and forecasting process to transition to rolling forecasts
  • Co-construct and help deploy management and cost models to serve the business
  • Improve and design financial performance and CSR oversight tools (dashboard design, KPIs, etc.)
  • We set up hybrid systems combining business line experts and finance experts to meet business challenges.

FOUR EXAMPLES OF COMPANIES
THAT TRANSFORMED THEIR FINANCE DIVISIONS

360-degree transformation of a management control department

Bartle worked with the management control department of a major mobility company to transform its organisation. The work culminated in a recast of its organisation, committee structure and production to best meet the needs of internal clients.

We adopted a pragmatic approach aimed at creating simple tools that do not require maintenance or numerous learning aids, which made it possible to make cross-divisional knowledge readily accessible within the department.

Optimisation of financial processes to drive performance

A financial services firm wanted to formalise its financial processes after implementing a new ERP solution. We helped our client implement a common framework for documenting current financial processes.

Then, we identified and qualified their areas for improvement and opportunities for automation with a view to improving performance and strengthening internal control.

Collaboration with business lines to co-design a management model

Several operating divisions at a major mobility company were seeking to design and deploy their cost models to strengthen oversight and auditability.

We collaborated with the operating divisions to co-design the management models and corresponding cost models, drawing on a hybrid system that blends functional and business line expertise

Thanks to this approach, the business lines fully embraced the cost management system while boosting the traceability of costs.

Deployment of a worldwide EPM solution

The finance division at an international cosmetics group wanted to industrialise and automate its process for internal reinvoicing of structural costs in order to optimise the tax results of its subsidiaries and holdings while increasing productivity.

We consulted with our client to co-build a road map and assisted its project teams with defining and deploying Agile methodology. Our team of change management experts contributed to the project’s visibility and success, supporting the stakeholders at every stage of the project.

360-degree transformation of a management control department

Bartle worked with the management control department of a major mobility company to transform its organisation. The work culminated in a recast of its organisation, committee structure and production to best meet the needs of internal clients.

We adopted a pragmatic approach aimed at creating simple tools that do not require maintenance or numerous learning aids, which made it possible to make cross-divisional knowledge readily accessible within the department.

Optimisation of financial processes to drive performance

A financial services firm wanted to formalise its financial processes after implementing a new ERP solution. We helped our client implement a common framework for documenting current financial processes.

Then, we identified and qualified their areas for improvement and opportunities for automation with a view to improving performance and strengthening internal control.

Collaboration with business lines to co-design a management model

Several operating divisions at a major mobility company were seeking to design and deploy their cost models to strengthen oversight and auditability.

We collaborated with the operating divisions to co-design the management models and corresponding cost models, drawing on a hybrid system that blends functional and business line expertise

Thanks to this approach, the business lines fully embraced the cost management system while boosting the traceability of costs.

Deployment of a worldwide EPM solution

The finance division at an international cosmetics group wanted to industrialise and automate its process for internal reinvoicing of structural costs in order to optimise the tax results of its subsidiaries and holdings while increasing productivity.

We consulted with our client to co-build a road map and assisted its project teams with defining and deploying Agile methodology. Our team of change management experts contributed to the project’s visibility and success, supporting the stakeholders at every stage of the project.

Are you contending with a financial performance issue?

Let's talk it over!