The IT EIG of a major international banking group has undertaken a complete overhaul of its Finance Information System (IS) to make it more agile and better aligned with the group’s strategic orientations. PALMER was chosen to support this ambitious transformation, with the aim of making the Finance IS consistent with the company’s governance requirements. Thanks to a structured approach combining expertise in steering complex projects, designing innovative financial processes and managing change, PALMER was able to modernize the IS while guaranteeing continuity of operations. Find out how we helped transform finance into a true business partner within the IT GIE.
Expertise in managing complex IS projects, from diagnosis to implementation.
Finance function transformation with a focus on innovation and industry best practices.
Personalized change management to ensure smooth adoption of new practices.
Managing consistency between the banking group’s governance requirements and those of its strategic partners.
Selection and implementation of suitable tools to meet GIE IT’s strategic and operational needs.
Overall vision and integrated approach: an end-to-end approach guaranteeing coherence between all project phases
Transformation of the finance function: design of financial processes aligned with best practices and the Group’s strategic objectives
Shared governance management: meeting the requirements of both shareholders while facilitating smooth cooperation
Structured planning: definition of a project plan with clear milestones, responsibilities and measurable objectives
Stakeholder support: close coordination with all teams to ensure alignment of objectives and actions
Study of the existing system: in-depth analysis of the current Finance IS and identification of areas for improvement
Drawing up the IS Master Plan: defining the target to be reached to modernize the IS and align it with strategic objectives
Selection of tools and solutions: assistance in choosing the right tools to support transformation
Financial process design: design of new financial processes aligned with industry best practices
Project implementation and launch: definition of a structured project plan with clear milestones and responsibilities
IT Department reorganization: implementation of a new organization to align the IT Department with the Group’s strategic priorities
Coordination of tests and functional acceptance: management of the validation of implemented solutions
Change management: ongoing support for teams to ensure successful adoption of new practices and tools
Integrating the new IS without disrupting current operations: a major challenge to guarantee continuity of services throughout the transformation.
Meeting shared governance requirements: the need to reconcile the expectations of the banking group and its strategic partners, while ensuring a coherent solution.
Transforming finance into a business partner: rethinking the finance function so that it becomes a key player in GIE IT’s strategy.
Finance IS modernization: a more agile system in line with the Group’s strategic orientations
Improved governance: respect for the governance imperatives of the two shareholders, while ensuring the fluidity of operations
Strengthening the finance function: finance becomes a true business partner, actively contributing to the GIE’s strategy.
Optimizing financial processes: processes redesigned to better meet Group needs and market trends
Successful adoption of change: a smooth transition thanks to constant support and effective change management
