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Effective URL: https://www.gartner.com/smarterwithgartner/how-to-organize-your-finance-function?utm_source=MERITB2B&utm_medium=Email&ut...
Submission Tags: falconsandbox
Submission: On September 01 via api from US — Scanned from DE
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<li>
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<li>
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<li>
<a href="javascript:void(0)" data-value="AUSTRIA">Austria</a>
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<li>
<a href="javascript:void(0)" data-value="AZERBAIJAN">Azerbaijan</a>
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<li>
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<li>
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<li>
<a href="javascript:void(0)" data-value="BELIZE">Belize</a>
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<li>
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<a href="javascript:void(0)" data-value="FRENCH POLYNESIA">French Polynesia</a>
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<li>
<a href="javascript:void(0)" data-value="FRENCH SOUTHERN TERRITORIES">French Southern Territories</a>
</li>
<li>
<a href="javascript:void(0)" data-value="GABON">Gabon</a>
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<li>
<a href="javascript:void(0)" data-value="GAMBIA">Gambia</a>
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<li>
<a href="javascript:void(0)" data-value="GEORGIA">Georgia</a>
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<li>
<a href="javascript:void(0)" data-value="GERMANY">Germany</a>
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<li>
<a href="javascript:void(0)" data-value="GHANA">Ghana</a>
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<li>
<a href="javascript:void(0)" data-value="GIBRALTAR">Gibraltar</a>
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<li>
<a href="javascript:void(0)" data-value="GREECE">Greece</a>
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<li>
<a href="javascript:void(0)" data-value="GREENLAND">Greenland</a>
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<li>
<a href="javascript:void(0)" data-value="GRENADA">Grenada</a>
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<li>
<a href="javascript:void(0)" data-value="GUADELOUPE">Guadeloupe</a>
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<li>
<a href="javascript:void(0)" data-value="GUAM">Guam</a>
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<li>
<a href="javascript:void(0)" data-value="GUATEMALA">Guatemala</a>
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<li>
<a href="javascript:void(0)" data-value="GUERNSEY">Guernsey</a>
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<li>
<a href="javascript:void(0)" data-value="GUINEA">Guinea</a>
</li>
<li>
<a href="javascript:void(0)" data-value="GUINEA-BISSAU">Guinea-Bissau</a>
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<li>
<a href="javascript:void(0)" data-value="GUYANA">Guyana</a>
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<li>
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<a href="javascript:void(0)" data-value="HEARD/MCDONALD ISLS.">Heard/McDonald Isls.</a>
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<li>
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<li>
<a href="javascript:void(0)" data-value="HONG KONG">Hong Kong</a>
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<li>
<a href="javascript:void(0)" data-value="HUNGARY">Hungary</a>
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<li>
<a href="javascript:void(0)" data-value="ICELAND">Iceland</a>
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<li>
<a href="javascript:void(0)" data-value="INDONESIA">Indonesia</a>
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<li>
<a href="javascript:void(0)" data-value="IRAN, ISLAMIC REPUBLIC OF">Iran, Islamic Republic of</a>
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<li>
<a href="javascript:void(0)" data-value="IRAQ">Iraq</a>
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<a href="javascript:void(0)" data-value="IRELAND">Ireland</a>
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<a href="javascript:void(0)" data-value="ISLE OF MAN">Isle of Man</a>
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<a href="javascript:void(0)" data-value="ISRAEL">Israel</a>
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<a href="javascript:void(0)" data-value="JAPAN">Japan</a>
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<li>
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<li>
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<li>
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<li>
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<li>
<a href="javascript:void(0)" data-value="MACEDONIA, THE FORMER YUGOSLAV REPUBLIC OF">Macedonia, The Former Yugoslav Republic of</a>
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<li>
<a href="javascript:void(0)" data-value="MADAGASCAR">Madagascar</a>
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<li>
<a href="javascript:void(0)" data-value="MALAWI">Malawi</a>
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<li>
<a href="javascript:void(0)" data-value="MALAYSIA">Malaysia</a>
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<li>
<a href="javascript:void(0)" data-value="MALDIVES">Maldives</a>
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<li>
<a href="javascript:void(0)" data-value="MALI">Mali</a>
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<li>
<a href="javascript:void(0)" data-value="MALTA">Malta</a>
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<li>
<a href="javascript:void(0)" data-value="MARSHALL ISLANDS">Marshall Islands</a>
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<li>
<a href="javascript:void(0)" data-value="MARTINIQUE">Martinique</a>
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<li>
<a href="javascript:void(0)" data-value="MAURITANIA">Mauritania</a>
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<li>
<a href="javascript:void(0)" data-value="MAURITIUS">Mauritius</a>
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<li>
<a href="javascript:void(0)" data-value="MAYOTTE">Mayotte</a>
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<li>
<a href="javascript:void(0)" data-value="MEXICO">Mexico</a>
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<li>
<a href="javascript:void(0)" data-value="MICRONESIA, FEDERATED STATES OF">Micronesia, Federated States of</a>
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<li>
<a href="javascript:void(0)" data-value="MOLDOVA, REPUBLIC OF">Moldova, Republic of</a>
</li>
<li>
<a href="javascript:void(0)" data-value="MONACO">Monaco</a>
</li>
<li>
<a href="javascript:void(0)" data-value="MONGOLIA">Mongolia</a>
</li>
<li>
<a href="javascript:void(0)" data-value="MONTENEGRO">Montenegro</a>
</li>
<li>
<a href="javascript:void(0)" data-value="MONTSERRAT">Montserrat</a>
</li>
<li>
<a href="javascript:void(0)" data-value="MOROCCO">Morocco</a>
</li>
<li>
<a href="javascript:void(0)" data-value="MOZAMBIQUE">Mozambique</a>
</li>
<li>
<a href="javascript:void(0)" data-value="MYANMAR">Myanmar</a>
</li>
<li>
<a href="javascript:void(0)" data-value="NAMIBIA">Namibia</a>
</li>
<li>
<a href="javascript:void(0)" data-value="NAURU">Nauru</a>
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<li>
<a href="javascript:void(0)" data-value="NEPAL">Nepal</a>
</li>
<li>
<a href="javascript:void(0)" data-value="NETHERLANDS">Netherlands</a>
</li>
<li>
<a href="javascript:void(0)" data-value="NETHERLANDS ANTILLES">Netherlands Antilles</a>
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<li>
<a href="javascript:void(0)" data-value="NEW CALEDONIA">New Caledonia</a>
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<li>
<a href="javascript:void(0)" data-value="NEW ZEALAND">New Zealand</a>
</li>
<li>
<a href="javascript:void(0)" data-value="NICARAGUA">Nicaragua</a>
</li>
<li>
<a href="javascript:void(0)" data-value="NIGER">Niger</a>
</li>
<li>
<a href="javascript:void(0)" data-value="NIGERIA">Nigeria</a>
</li>
<li>
<a href="javascript:void(0)" data-value="NIUE">Niue</a>
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<li>
<a href="javascript:void(0)" data-value="NORFOLK ISLAND">Norfolk Island</a>
</li>
<li>
<a href="javascript:void(0)" data-value="NORTHERN MARIANA ISLANDS">Northern Mariana Islands</a>
</li>
<li>
<a href="javascript:void(0)" data-value="NORWAY">Norway</a>
</li>
<li>
<a href="javascript:void(0)" data-value="OMAN">Oman</a>
</li>
<li>
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INSIGHTS / FINANCE / ARTICLE
HOW TO ORGANIZE YOUR FINANCE FUNCTION
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April 01, 2021
Contributor: Jackie Wiles
COVID-19 and its effects forced short-term changes on many finance functions,
including changes to organization design — structures, networks and workflows,
and role design. Finance leaders will need to account for these new realities in
their long-term plans for the shape of the finance function.
Download now: Redesign Your Finance Function
FINANCE FUNCTION STRUCTURES WILL BE PERMANENTLY FLATTER
Finance function organizational structures have typically been hierarchical.
However, many finance positions were eliminated in 2020, essentially flattening
most finance organizations — and requiring staff to operate more autonomously
and adapt quickly to change.
Finance managers will now manage more employees, making it critical for them to
be clear about the finance activities they do or don’t need to perform, while
allowing employees to work more independently.
To respond effectively to these shifts, finance leaders can:
* Determine the potential for autonomy by capturing feedback from the hardest
hit areas of the finance function on how employees managed more autonomy and
where better support is needed.
* Identify the tasks most suited to automation by asking staff, for example,
which tasks have the lowest rate of rework or inaccuracies, aren’t
critical-path activities or have limited impact.
* Establish a “default go” culture in which employees feel empowered to make
routine decisions independently within certain thresholds beyond which
escalation is required.
FINANCE FUNCTION NETWORKS WILL FADE
With a hybrid workforce model, internal networks on which finance staff rely
could dissolve. Finance function leaders and managers must create opportunities
to maintain employee engagement as finance staff remain remote — whether
temporarily or permanently. To do that:
* Use digital collaboration tools (and model their use) to connect employees
with peers, including those working remotely, on-site and in hybrid
arrangements.
* Develop a “Connector manager” culture. Managers who build connections within
and beyond the finance function and refer employees to others who can provide
specific answers and development support are the most effective.
* Hold finance function employees accountable to increase the motivation and
engagement of staff. Also establish the expectation that finance employees
should lean on peers for support and collaboration.
ADAPT FINANCE FUNCTION WORKFLOWS
Finance function leaders have long focused on standardizing workflows and roles
to increase efficiency, but standardized models proved brittle during the
volatility of COVID-19. To strike a balance between standardization and
flexibility that can organizational resilience:
* Determine probable disruption levels by tracking more qualitatively leading
indicators, such as changing customer demands, shifting regulations, workflow
vulnerability and the level of side-of-desk work. Also identify “steadier
state” business units that are less likely to face disruption.
* Prioritize standardization, focusing first on activities with lower levels of
disruption risk. Reduce standardization for workflows with higher disruption
risks and instead provide more decision-making tools and principle-based
(rather than rule-based) recommendations on how to react in more ambiguous
situations.
YOU STILL NEED A ‘BEST’ APPROACH FOR THE FINANCE FUNCTION
Despite these shifts in organizational design, finance leaders shouldn’t make
decisions on how to evolve the finance function in a vacuum. Gartner research
shows that it’s still important, for example, to make decisions about the level
of centralization in finance activities.
The ongoing standardization and automation of processes and transactions lends
itself to centralization, but a range of options across the centralization
spectrum serve different objectives. Gartner research found that on average,
finance leaders place two-thirds of their staff at the corporate center and 10%
to 15% in shared locations, though finance activities are more likely to be
centralized as companies grow in size, complexity, and finance functional
maturity.
COMPLEXITY IS KEY TO FINANCE-FUNCTION MIDDLE OFFICE DESIGN
As companies respond to changing business conditions, finance leaders must
consider which service delivery model offers the greatest value. Some, for
example, might choose to migrate to shared services or a center of excellence
(CoE); others might sharply divide responsibilities between corporate and
embedded finance teams.
Ultimately, the “best” model for a given organization is one that balances
finance’s competing governance and guidance responsibilities given the available
human and financial resources.
Consider the finance middle-office, which owns the bulk of core accounting work,
Gartner research found that two activity attributes — impact and complexity —
are key to identifying which location best balances risk and efficiency.
This framework helps finance leaders establish the base paradigm for activity
location – middle office activities of low complexity should be moved into
shared locations unless there is a well documented reason for exception; even
those activities with medium complexity but broad impact should be considered
for a shared location; activities with high complexity should be owned either by
the corporate center, or addressed jointly by the center and regional or BU
teams.
“While there isn’t a one-size-fits-all approach, this model provides a framework
for considering where specific activities should fit within the finance
department,” says Risberg.
NEW MODELS CAN IMPROVE FINANCE FUNCTION’S FRONT OFFICE IMPACT
For front-office activities, Gartner finds organizations implementing a variety
of new models to improve the quality and impact of finance analytics. One global
telecommunications company adopted a “hub-and-spoke” model in which a
centralized CoE (hub) owns some of its more strategic analytics and is linked to
“spokes” embedded in the business.
In this model, the hub executes multivariate tests recommended by the spokes to
produce constructive insights such as profitable-growth targets, customer and
produce profitability models, and strategic pricing information.
This model exemplifies how CFOs can create structures that meet their own
company’s needs. In this case, the integrity of the pure data analysts is
protected in the hub, while the needs of the business are leveraged through the
spokes.
NEXT STEPS
After setting the degree of centralization, CFOs can go on to redesign other key
aspects of the finance functional organization:
* Assess current finance structure. Understand the organization’s spend,
staffing, structure, technology, productivity and performance now and
anticipate future business needs.
* Determine an outsourcing strategy. Select activities to outsource and the
location for outsourcing.
* Structure finance subfunctions. Make sure the structure is based on
functional priorities, and clearly define each subfunction’s scope of
activities to avoid duplication.
* Establish reporting relationships. Choose the right reporting structure for
embedded finance teams and optimize the span of controls. Use role
definitions, incentives and performance measures — instead of just redrawing
reporting lines — to drive the desired behavior.
This article has been updated from the 2018 original, which was refreshed July
18, 2019, to reflect new events, conditions and research.
GARTNER CFO & FINANCE EXECUTIVE CONFERENCE
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discover innovative approaches to smarter business decisions and more.
View Conference
Recommended resources for Gartner clients*:
3 New Realities for Finance Organization Design Following COVID-19
Achieving Greater Centralization of FP&A Activities
Finance Organizational Structure Playbook
Webinar: Setting the Course for Finance Transformation
*Note that some documents may not be available to all Gartner clients.
DIGITAL FINANCE: 10 IMPERATIVES FOR CFOS TO ACCELERATE DIGITAL TRANSFORMATION
CFOs have a dual mandate: to accelerate finance digitalization while restoring
the organization’s financial health. Download Gartner's eBook to learn the 10
CFO opportunities to accelerate digital transformation in finance and your
enterprise.
Download eBook
DIGITAL FINANCE: 10 IMPERATIVES FOR CFOS TO ACCELERATE DIGITAL TRANSFORMATION
CFOs have a dual mandate: to accelerate finance digitalization while restoring
the organization’s financial health. Download Gartner's eBook to learn the 10
CFO opportunities to accelerate digital transformation in finance and your
enterprise.
Download eBook
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