Strategic Financial Advisory RoleRising To The Challenge

Thursday, February 19th, 2015 FMI Professional Development (PD) Day

Daniel Le May Financial Management Advisor

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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

FI-04ADM/DG

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ADM

FI-01

FI-02

Dir/Mgr

FI-03

DG

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FI-02

Dir/Mgr

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DG/Dir

Telecommunications

Data Centers

IT Security

Horizontal Focus

Budget Planning, Management & Control

ForecastingInvestment Planning/Resource Allocation

Financial ReportingTraining for Delegated Managers & Business Support staff

Salary Forecasting Expenditure Management

CORE SERVICES

*We were Pro-active in Aligning to Organizational Needs*

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Financial Management Advisory Services

Finance & DCFO Directorate

Workforce Profile

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The Journey –Strategic Financial Advisor Role

Doing it all - firefightingLittle 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

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*

Early Stages

Current State

DesiredState

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Rising to the Challenge – Recipe for Success

Strategic Business Partner

Strategic Analysis &

Risk Mgmt. Business Acumen

Depth & breath

Communication Skills

Client Relationships

Trust & Respect

There are several key ingredients:

LEADERSHIP & ENGAGEMENT

ROBUST FINANCIAL

FRAMEWORK(Processes,

Systems, Tools)

TEAMWORK & PARTNERSHIPS

INNOVATION & CREATIVITY

Focus &Energy

*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 decision-making 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 AThe Journey Continues – Desired State

Desired State

- 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

- 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

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- Continuous improvement approach in place

- Services automated, where feasible

- Common processes & tools are in Place- Service standards are established & monitored

Clients People Processes + Tools

*The role of Strategic Financial Advisor (SFA) is not a “One Person” Show*