SERVICES OVERVIEW

With a focus on working with C-suite executives and large-scale program leaders, our services center on the Target Operating Model (TOM) framework as an improvement program guide.

OUR SERVICES

AEGIS works with C-suite executives and large-scale program leaders on Operating Model Strategy, Finance Function Modernization, and Program Risk Control. Leveraging the Target Operating Model (TOM) framework, we help our clients understand the individual component impact as well as the cross component implications.

OPERATING MODEL STRATEGY

Most organizations have a Finance vision or mission statement that speaks to Finance’s role within the company. They are intended to align Finance with the overall corporate direction. To make these statements actionable, an Operating Model Strategy is essential.

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.

FINANCE FUNCTION MODERNIZATION

Finance digitization, improvement, or transformation are all terms used to describe Finance Function Modernization. They range from the one-off tactical change to the holistic strategic reimagination of Finance.

Today, many organizations have some form of Finance change in flight. There has been a particular emphasis on the use of new “digital” technologies. However, research indicates that most of these efforts fail to achieve their desired goals. They come up short because they did not anticipate the knock on impact on the adjacent TOM components (e.g., digital technology change impacts process execution and the people skills required).

PROGRAM RISK CONTROL

As business drivers, priorities, and external disruptions permeate the marketplace, organizations are undertaking many disparate programs to address these challenges. While all these initiatives are well intentioned, industry analysts point out that many fail outright or fail to achieve their objectives fully.

We see global, regional, and local programs being executed for a defined purpose. They tend to be managed top-down, with the specific responsibility of ensuring good program execution. However, the overlap and cross program dependencies often get missed and this is a key point of failure.

“Our efforts are geared to early call-out of project pitfalls, identification of key risks with mitigating actions and helping companies solve complex program challenges.”

don rogers

Co-Founder & Managing Partner AEGIS Advisory Partners, LLC