Étude de cas
A global consumer goods company’s campaign to transform its finance organization had run aground. Bain worked with the CFO and his team to reset the goals, streamline the transformation process, cut costs and determine where additional investment could help build the team’s strategic capabilities.
The company aimed to create a world-class M&A team and achieve ambitious growth targets, while reducing its tax burden. But after a year, senior leaders remained unaligned on the specific objectives. Cultural differences among the company’s geographically dispersed finance units slowed things down, and cost-cutting orders from the top sowed further confusion. The effort stalled out.
20% reduction in annual finance costs
70% reduction in transformation program management FTEs