How do you enable end to end process improvement initiatives across functions?
At Statkraft, intelligent automation, analytics and process mining have been a CFO digital focus for several years. Business understanding, functional expertise and digital competence – standardization and simplification as well as master data consistency have been key. As hard as it may be to describe a current state, there is an eagerness to describe a ”to be”.
Technology has evolved a lot recent years and here you will learn from how Statkraft have organized finance to utilize tools, managed to create process insights and worked to create a continuous improvement environment.
You will also discuss the catch 22 experience most are familiar with. That in order to achieve change beyond functional borders – there is a need to change behavior outside of finance. All know change is hard and take time – so how can finance – knowing the value possible to create – master the role as change agents? If we want end-to-end approach to process improvements, how can finance be a front-runner and create momentum that makes impact and results that has effect beyond (functional) boarders?
Discuss;
– What is end-to-end to you?
– In what ways can finance and GBS organizations communicate with stakeholders about new projects that effect their already limited time?
– How do you build an adaptive cross function organization with for instance procurement to enable end-to-end improvements?
– How can finance functions stay on top new technology within finance teams?
