Tag 1 von 3
„Das Board will SG&A um 25 % reduzieren. Ich brauche bis Freitag eine Lösung und kann niemanden einweihen.“
Drei Tage. Mein eigenes Team ist busy und zudem betroffen. Berater? Zu teuer, zu lange Rüstzeit. LLMs halluzinieren, ich brauche belastbare Lösungen.
Unsere Lösung
Tag 2 von 3Frage
Kontext
Diagnose
Hebel
Ergebnis
That’s a clear message — and 25% SG&A for a company of your size (turnover €925 million) is no small lever. So let’s work together to put a robust plan in place by Friday!
Before we get started: I use a workbench where I automatically record open issues and questions — we’ll pick these up during our discussion. We’ll discuss the current situation, identify measures and draw up a robust plan.
That sounds good! Let’s check, though, whether you can afford it; we need to cut costs, and as CFO, your own department should lead the way. You’ve already given us the service portfolio; for benchmarking purposes, we still need the finance costs as a percentage of turnover, please.
That sounds good! Let’s check, though, whether you can afford it; we need to cut costs, and as CFO, your own department should lead the way. You’ve already given us the service portfolio; for benchmarking purposes, we still need the finance costs as a percentage of turnover, please.
That sounds good! Let’s check, though, whether you can afford it; we need to cut costs, and as CFO, your own department should lead the way. You’ve already given us the service portfolio; for benchmarking purposes, we still need the finance costs as a percentage of turnover, please.
That sounds good! Let’s check, though, whether you can afford it; we need to cut costs, and as CFO, your own department should lead the way. You’ve already given us the service portfolio; for benchmarking purposes, we still need the finance costs as a percentage of turnover, please.
- Consolidate the fragmented finance IT landscape of the business units into one HQ-managed system stack.
- Remove redundant licences, interfaces and maintenance effort.
- Create the basis for standardised reporting & controlling.
- Map the current finance IT landscape across business units (Design).
- Define target stack & migration sequence (Design).
- Migrate and decommission redundant systems and interfaces (Build).
- Cut-over to the HQ-managed stack incl. hypercare (Deploy).
- Enables lever #3 „Reduce and bundle reporting“ (shared reporting layer).
- Requires HQ infrastructure capacity from Group IT.
- Independent of the de-scoped lever „Planning & forecasting“.
Migration complexity across heterogeneous BU systems; change resistance in local finance IT.
That sounds good! Let’s check, though, whether you can afford it; we need to cut costs, and as CFO, your own department should lead the way. You’ve already given us the service portfolio; for benchmarking purposes, we still need the finance costs as a percentage of turnover, please.
Unsere Lösung
01 - Frage
02 - Kontext
03 - Diagnose
04 - Hebel
05 - Ergebnis
Tag 3 von 3
„Ich präsentiere dem Board und wir entscheiden meine Lösung.“
Die Zahlen sind belastbar, die Analyse ist transparent und nachvollziehbar zu argumentieren. Die Lösung ist stringent, passt perfekt zu uns. Wir haben konkrete Maßnahmen, das ebnet den Weg in die Umsetzung - gerne mit AiDVISUM. Wochenende!