G2S, the IT EIG of a major insurance group, launched a transformation program aimed at overhauling its budget management and steering model. The aim was to design a harmonized and adaptable model, while facilitating change within the teams concerned. PALMER supported this transition by implementing a model specifically adapted to IT MSEs, supported by proven financial management methodologies. Thanks to strong stakeholder involvement and a clear vision, PALMER was able to unite the teams and successfully integrate the new practices, while reconciling sometimes divergent interests. Find out how this transformation strengthened the accuracy and efficiency of GIE IT’s financial processes.
Implementation of a management model specifically adapted to IT EIGs, guaranteeing precise and fluid budget management.
Proven expertise in financial steering and budget management methodologies tailored to the Group’s needs
Ability to federate teams and stakeholders around a common vision to ensure smooth implementation
Active support for change with change management tools to facilitate adoption of new practices
Strong involvement of top management to support the project and encourage team commitment
Clear target vision: definition of a shared, precise vision to serve as a guide throughout the project.
Team-building: mobilizing stakeholders around a common project, guaranteeing their support at every stage.
Involvement of top management: active support from top management to facilitate adoption of new paradigms
Rapid convergence of teams: ability to quickly federate key players to ensure efficient start-up and implementation
Adaptability: designing a management model that is sufficiently flexible to meet the Group’s evolving needs
Diagnosis of the existing model: in-depth analysis of the strengths and weaknesses of the current management model to identify where improvements are needed.
Design of the target model: development of a budget management model tailored to the specific needs of IT MSEs, with a clear vision of the objectives to be achieved.
Definition of use cases: design of specific use cases for each budget process, ensuring optimal adaptation of the model to operational realities.
Exhaustive documentation: creation of structuring documents (operating principles, process flow, RACI, etc.) to provide a framework for implementing the model.
Specifications and tools: details of the technical specifications and tools required to implement the model in existing systems
Implementation management: rigorous monitoring of model implementation, with adjustments based on feedback from stakeholders
Change management: development of change management kits to support the adoption of new processes and tools within teams
Reconciling divergent interests: managing the sometimes conflicting expectations of the Group’s various entities while ensuring a coherent, harmonized model
Change management: maintaining team commitment and encouraging the adoption of new practices in a changing environment
Rapid team convergence: rapidly unite project stakeholders around a common vision, while respecting tight deadlines and clear objectives.
Adapting to changing needs: designing a model that is flexible enough to adapt to future changes in the Group and its processes
High-performance management model: a harmonized, precise management and budget steering model aligned with the insurance group’s strategic objectives.
Accuracy of financial processes: significant improvement in the accuracy and efficiency of budgetary processes thanks to simplified, well-structured management.
Successful adoption of change: a fluid transformation, with strong team mobilization and ongoing commitment to new practices.
Strengthened stakeholder commitment: thanks to effective change management and the involvement of senior management, teams have fully embraced the new processes.
Optimization of budgetary processes: more flexible and responsive budget management, capable of adapting to the changing needs of the insurance group.
