Business Partnering - Adding Value to Business - By Ian Hughes- COO -BBC www.CFOEvent.com

1. Business Partnering Adding Value for the Business

2. Business Partnering Helping the business to understand the operational decisions required to improve its financial position. In today's tough economic climate this is bringing pressure for CFOs and their teams to provide quicker and better quality management information, improved forecasting accuracy and pro-activity to help the business optimise cash and working capital. To provide these critical insights, finance staff needs to be at the heart of business decisions and they should be working in close partnership with the business and other senior decision makers, to help make informed decisions. However, only in a few companies is finance achieving its full potential in strategic planning support. Source: PwC

3. Business Partnering Skills: Core Finance Technical Competencies Personal Competencies Influencing Leadership Commercial Acumen Team Player

5. Internal SSC

6. Divisionally aligned teams

8. Standardised processes

10. 17 divisional finance functions

11. Small group function

12. Cost of Finance c2% of income

13. 650 staff

14. Single Finance system and chart of accounts

15. Significant Financial Challenge

16. 20% functional savings

17. Limited investment

18. Transitioned to second generation Finance & Accounting outsource contract

19. Business partnering focused divisional teams

21. Plan, monitor and challenge the financial position of the Division.

22. Ensure efficient use of Divisional resources, applying judgement

23. Input into long term Divisional strategy development, planning and spending plans

24. Support Divisional decision making, inc scenario planning

25. Review and input into forecast and budget – approve outcomes

26. Champion Finance policies in each Division

28. Is the concept of rule based finance operations activities well recognised and does it deliver real benefits and efficiencies?

29. How does your organisation’s experience compare to the BBC model?

30. What are the skills gaps and how should they be addressed?

31. What are the risks of this approach?

32. How do the management accountants of the future develop sufficiently rounded experience to become the next generation of truly commercial business partners?