Operating model
A target finance operating model with clear service boundaries and accountabilities.
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A global energy company · Energy
Operating-model design and a shared-services transition for a global finance function moving to a GBS model.
A global finance function was fragmented across regions, with inconsistent processes and no shared-services capability to drive standardisation or scale.
Moving a fragmented, regional finance function to a global business services (GBS) model — standardising processes and transitioning work without disrupting the close or controls.
The approach paired operating-model design with a disciplined, region-by-region transition: standardise the process, define the service model, transfer knowledge, then move the work.
A target finance operating model with clear service boundaries and accountabilities.
Common processes defined before work moved, not after.
A controlled, region-by-region migration with knowledge transfer built in.
Decision rights and service governance to hold the new model together.
A disciplined, phased approach — each phase set up the next.
Define the target operating model and service catalogue.
Agree common processes across regions.
Migrate work region by region with knowledge transfer.
Bed in service levels and governance.
Qualitative, defensible outcomes — no invented metrics.
Target operating model defined
Process standardization across regions
Controlled transition to shared services
What this experience means for an enterprise weighing a similar programme.
Designing a finance operating model that scales across regions.
Moving work into shared services without eroding service.
Standardising and transitioning without disrupting controls.
Strategy before execution — clarity before change.
Enterprise-wide change, delivered with discipline.
A short conversation with a senior practitioner is the place to start.