OPERATING MODEL STRATEGY
The Operating Model Strategy defines the target state – what it should do and how it works. Leveraging the target operating model (TOM) framework and the ten components therein, AEGIS works with its clients to create the specification required to define their strategy and be a “valued partner” to the business.
“I have known the AEGIS founding partners (Don and Greg) for over fourteen years. Initially, they were leading the CFO Advisory team during my tenure at EY and subsequently were the lead consultants on the Finance Operating Model program at XL Catlin when I was CFO.
The Target Operating Model framework used, from strategy setting to initiative execution through the delivery of meaningful change, was very effective. They bring the deep finance content knowledge and execution experience required for improvement programs.
These senior level experienced advisors are on point with their service offerings and have the necessary experience to help firms avoid the execution mistakes that are seen all too often.
They would be an asset to any leadership teams their firm serves.”
(former CFO of XL Catlin, Global Head of Insurance Industry Services at EY)
Board Member (Audit Committee Chair), AIG
This client wanted to transform Finance into a more effective operating model, in order to become a true “valued partner” to the business. They were contending with significant issues in the current state, such as fragmented and poorly integrated systems; bad quality data due to source system issues and operational deficiencies; heavy reliance on manual controls and excessive time spent on rework / non added value tasks. In addition, they were not structured for scale, continued growth or expansion of the business.
We performed a Finance rapid assessment, including an analysis of their processes, organization and finance systems architecture. We conducted ‘Voice of the Constituent’ interviews across all business segments and corporate functions. We identified the key issues creating the business challenges and major improvement opportunities. We worked with the client to develop a pragmatic strategy to achieve their future state vision.
We provided strategic insight into what was driving the business challenges and how these issues could be resolved. We demonstrated the close relationships between bad data, disparate systems and broken processes and the knock on issues this causes during the close cycle and the limitations it puts on analytics. We showed the importance of integration with other, very strategic client programs and illustrated how the operating model could be improved to reduce redundant activities, thus streamlining processes.