The real estate division of a major international banking group undertook an ambitious transformation of its Finance, Management and Procurement tools to simplify and harmonize its processes, while integrating the IFRS16 standard. PALMER was tasked with supporting this strategic project, ensuring coordination between the project teams and stakeholders, while minimizing disruptions associated with the decommissioning of existing tools. Thanks to its expertise in managing complex projects, PALMER was able to guarantee continuity of operations during the transition, while effectively managing the interdependencies between the various initiatives to meet the group’s strategic objectives. Find out how we contributed to the success of this complex transformation.
Expertise in managing complex transformation projects, ensuring a structured, coordinated approach
Ability to objectively evaluate solutions and anticipate strategic impacts
Proactive management of dependencies between projects to avoid bottlenecks
Support teams every step of the way to ensure successful adoption of new tools and processes
Setting up a governance framework to ensure initiatives are aligned with Group objectives
Taking a strategic step back: anticipating impacts and objectively assessing proposed solutions
Dependency management: proactive management of interdependencies for seamless integration of different projects
Stakeholder engagement: active involvement of teams to ensure successful adoption and sustainable transformation
Functional coordination: managing interactions between the program’s various projects, with a particular focus on critical functional aspects
Structuring management: establishing clear governance to align all initiatives with strategic objectives
Framing the project: defining needs and structuring the approach to harmonize and simplify processes
Tool selection: assistance in the choice of tools adapted to IFRS16 and to the specific requirements of the real estate division
Launch and detailed planning: development of a structured deployment plan with clearly defined milestones and responsibilities
Team and stakeholder coordination: managing communication between different teams to ensure consistency and alignment of actions.
Monitoring and securing the schedule: monitoring critical milestones and making the necessary adjustments to meet deadlines
Steering decision points: supporting teams to ensure informed and timely decision-making throughout the project
Managing the decommissioning of existing tools: minimizing disruption and guaranteeing continuity of operations during the transition
Complex coordination between project teams and stakeholders: a major challenge to ensure alignment of objectives and actions between the various players involved
Maintaining operational continuity: keeping day-to-day operations running smoothly while implementing new tools and processes
Managing interdependencies: proactively managing links between projects to avoid bottlenecks and ensure smooth transformation
Adoption of new tools: actively involve teams to facilitate adoption of new processes and tools.
Process harmonization: financial, management and procurement processes have been simplified and aligned with best practice, with the successful integration of IFRS16
Guaranteed operational continuity: the transition was carried out without any major disruption to current operations, ensuring the stability of the organization
Improved governance: establishment of a clear governance framework to ensure that initiatives are consistent with the Group’s strategic objectives.
Successful adoption of new practices: teams actively participated in the project, ensuring smooth adoption of new tools and processes
Optimized dependency management: interdependencies between projects were effectively managed, avoiding bottlenecks and meeting deadlines.
