Transcript Slide 1

Strategic Financial Advisory Role
Rising To The Challenge
Thursday, February 19th, 2015
FMI Professional Development (PD) Day
Daniel Le May
Financial Management Advisor
Organizational Context
 In August, 2011 SSC was given the mandate to both operate &
transform the IT infrastructure that supports the programs &
services delivered by 42 departments & agencies
 Objectives are to consolidate, standardize & transform the
delivery of GoC email, data centers & network services
 Will create savings/efficiencies & eliminate duplication to
ultimately improve program & service delivery to Canadians
 Brought together approximately 6,000 employees from
different departments with unique cultures & ways of working
 Have adopted Blueprint 2020 principles of service excellence,
innovation & value for money
*Unique Opportunity for Strategic Advisors*
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Environment
 Building from the ground up
 Infrastructure
 Culture
 Roles & Responsibilities
 Grey Areas are common
 Focus is on Enterprise Approach where
transformation is the priority
 Change is continuous & fast-paced
 Project management focus
*It Makes for a Challenging Journey*
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The Journey – Our Service Delivery Model
Workforce Profile
Budget Planning,
Management & Control
Forecasting
Investment
Planning/Resource
Allocation
Financial Reporting
Training for Delegated
Managers & Business
Support staff
Salary Forecasting
Expenditure Management
Telecommunications
BRANCH
Financial Management
Advisory Services
Horizontal Focus
CORE SERVICES
BRANCH
Finance & DCFO
Directorate
Data Centers
IT Security
*We were Pro-active in Aligning to Organizational Needs*
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The Journey –Strategic Financial Advisor Role
Early
Stages
Current
State
Doing it all - firefighting
Little time for strategy:
changing the tire while
truck is in motion
Minimal supervisory role –
small shop
Focused on ensuring
integrity of financial
transactions & building the
basic finance infrastructure
 Mix of transactional &
strategic advice
 Review & provide
recommendations on
investments
 Team leader & enabler
 Training delegated
managers & also
business support staff to
take on transaction work
 Continuing to build
finance infrastructure
 Developing common tools
& processes
Desired
State
 Report on benefits
realization
 Influence the vision &
transformation agenda
 Proactively plan with
stakeholders & other
Strategic Advisors
 Risk analysis
 Focus on strategic
functions
 Instill a continuous
improvement approach
 Coach/mentor & enabler
*We’ve Reached a more Advanced level of Maturity*
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Rising to the Challenge – Recipe for Success
There are several key ingredients:
LEADERSHIP &
ENGAGEMENT
ROBUST
FINANCIAL
FRAMEWORK
(Processes,
Systems, Tools)
Communication
Skills
Business
Acumen
Depth & breath
Strategic
Analysis &
Risk Mgmt.
Client
Relationships
Trust & Respect
TEAMWORK &
PARTNERSHIPS
INNOVATION &
CREATIVITY
Focus &
Energy
Strategic Business Partner
*Trust & Respect are essential to a Successful Business Partnership*
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Key Messages
 Earning the trust & respect of clients takes time (be patient)
 Becoming a successful business partner requires a lot of commitment & dedication
 Show interest & get to know the business (active listening)
 Surround yourself with good people/engage others – not a “one person show”
 Clear & simple communications (non-technical)
 Perform challenge function while being solutions oriented
 Strategic Advisors have many opportunities to add value in times of
change
 Striving for excellence: quality & timely financial information that supports decisionmaking
 Promoting innovation & creativity takes courage & strong leadership
 Mistakes will happen but remember it’s an evolutionary process
 Focus & energy are key to achieving results
“ The ultimate measure of a [person] is not where [they] stand in moments of comfort & convenience but
where [they] stand in times of challenge & controversy”
Martin Luther King Jr.
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APPENDIX A
The Journey Continues – Desired State
Desired State
Clients
- Challenge function & business
-
-
acumen is sought out
Benefits & cost savings are realized &
monitored
Service Delivery Model is responsive
Succinct, accurate financial
information facilitates decision-making
Services levels are consistent
& high quality
Effective client feedback
mechanisms & service standards are
in place
Effective tools & training provided for
quality control
People
- Strategic Advisor is viewed as a
trusted & respected business partner
involved in influencing the vision &
transformation agenda
- Long-term strategic direction received
from senior management
- Productive partnerships are in place
with other Strategic Advisor functions
- High performing teams are
maintained
- Manageable client service ratios are
respected
Processes + Tools
- Continuous improvement approach
in place
- Services automated, where feasible
- Common processes & tools are in
Place
- Service standards are established &
monitored
*The role of Strategic Financial
Advisor (SFA) is not a “One Person” Show*
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