As part of its ambitious transformation plan, an IT Infrastructure EIG of a major banking group has launched the overhaul of its Finance IS to replace an old system that has become obsolete. The aim was to modernize financial processes and improve interface interoperability, while supporting a smooth transition to a new operating model. PALMER supported this strategic project by structuring the approach, managing the various phases of the transformation, and ensuring stakeholder alignment. Thanks to its expertise in finance IS project management and change management, PALMER enabled this economic interest group to transform its Finance function into a true business partner, while meeting tight deadlines and ensuring the quality of deliverables.
Expertise in framing and steering finance IS projects for optimized change management
Structuring an overall approach to ensure stakeholder alignment and successful transformation
Support for the renovation of financial processes to improve the efficiency of the Finance function
Expertise in IS interface management and improving interoperability between systems
Implementation of a change management strategy for successful adoption of the new IS by all users
Overall vision and end-to-end management: guaranteeing an integrated approach to the project, from design to implementation
Functional coordination: constant monitoring of the coherence of actions between the various stakeholders to ensure the success of the project
Challenge strategic orientations: propose achievable and realistic objectives throughout the project, taking into account changes in the context.
On-time delivery and quality of deliverables: rigorous planning and proactive resource management to meet tight deadlines
Transforming the Finance function: making Finance a true strategic business partner
Project framing: structuring the transformation process to ensure effective management and stakeholder alignment
Financial process design: renovation of budget preparation processes to improve GIE’s financial efficiency
Functional coordination: overseeing interactions between the various players to ensure the coherence and success of project phases
Supervision of functional acceptance work: test management and validation of deliverables to ensure the quality and relevance of implemented solutions
Change management: implementation of a change management strategy to support teams in adopting the new system
Continuous improvement of IS interfaces: optimizing the interoperability of existing systems to streamline financial processes
Monitoring and steering the project plan: managing deadlines and resources to ensure the project’s success and compliance with objectives
Complexity of IS interfaces: managing interdependencies between different systems to improve interoperability and process fluidity
Meeting tight deadlines: guaranteeing timely project implementation while maintaining the quality of deliverables
Reconciling stakeholder interests: ensuring alignment between different entities and compliance with the organization’s strategic objectives
Adopting the new IS: ensuring a smooth transition and successful adoption of the new system by the teams concerned
Maintain strategic coherence: challenge orientations and ensure that all actions are consistent with the project’s overall vision.
Modernization of financial processes: implementation of a more agile and interoperable Finance IS, enabling financial processes to be streamlined.
Improving the efficiency of the Finance function: a Finance function transformed into a genuine strategic business partner at the service of GIE’s challenges
Successful IS adoption: successful change management with active team involvement, enabling smooth adoption of new tools and processes
Optimization of IS interfaces: interoperable, more efficient systems to ensure the fluidity of financial processes
On-time delivery and quality of deliverables: strict adherence to deadlines with guaranteed quality of delivery, ensuring the success of the transformation.
