The FP&A Trends Webinar: Mastering Analytical Transformation with FP&A Trends Maturity Model
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The FP&A Trends Webinar: Mastering Analytical Transformation with FP&A Trends Maturity Model
Click here to view details and register
By Durga Srinivas Perisetti, Director FP&A and Operations Analytics at Juniper Networks
FP&A teams all over the world are undergoing a major transformation via the Integrated FP&A model. Data is the fundamental building block for this transformation. Earlier, Centres of Excellence (COEs) were only providing base-level data, without any analytics and insights, but now we are seeing the shift toward an Integrated FP&A model. This article provides an overview of Juniper Networks’ GBS FP&A transformation journey, from a typical shared service model to the Centre of Excellence.
Juniper (JNPR) is a $4.7B Networking Equipment company. The case study I describe here relates to the Centre of Excellence of our Global Business Services. This COE transformation journey was completed over the last 5 years. The picture below demonstrates the working model for Integrated FP&A.
In our experience, a well-defined COE model will have the following elements:
Based upon the above COE operating model, Juniper’s GBS FP&A team quadrupled from 16 members in 2016 to 70 members in 2021. Any shared service model starts with cost arbitrage and is viewed as a transaction eliminator (A huge number of reports). Once there is stability in operations, it expands to multi geographies and new areas, such as forecasting, planning and, insight generation. At this point, the shift from the Shared service model to the Centre of Excellence happens.
Our FP&A Transformation journey had the following major milestones:
The ownership level moves from onshore to joint ownership as one becomes a trusted business advisor. During this journey, it is important to invest in the right kind of people: those with deep process knowledge, customer-centric behaviour, and willingness to change. Use time zone as an advantage and invest in understanding business processes, and downstream and upstream impact.
The critical success factors for this transformation were:
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