Background and objectives
CIO of a branch of a major international group
Budget of around 150 ME / year (opex & capex)
Against a backdrop of crisis (sharp slippage in expenditure, turnover of CDG teams, lack of visibility on performance), we need to overhaul our controlling and administrative processes, reorganize our work and CDG team, and deploy new, more efficient reporting tools.
Our mission
Overhaul of management model (ABC method) and IT cost monitoring (Run & Projects)
Recalculation of rates (internal, external) used to value services
Review of internal customer rebilling model and allocation keys based on the right cost drivers
Introduction of new reporting and KPIs for division managers and the CODIR
Improvement of processes (budgeting, closing, reporting, time tracking) and management rules (introduction of a management manual and training of operational staff in new management principles).
Implementation of a continuous improvement approach to management processes with operational staff, to lighten their administrative tasks.
Implementation of Anaplan as a budgeting and reporting tool
Reorganizing the work of the CDG team
Results
Improved quality of reporting and understanding of rebilled costs
Improving management processes
Increased quality and completeness of time recording by operational staff
Better management and control of Run & Project costs
Anaplan deployed and good feedback from users (operational and CDG)
