In order to combine the challenges of improving the quality of service and reducing costs, the support functions must often evolve and adopt new organization schemes, based on a Shared Services Centers model. This model, which reduces operating costs, also brings many qualitative results such as: increasing the added value provided to the operational staff, simplifying / standardizing processes, tools and systems or improving internal control
One of the world’s leading companies in heavy industry wants to drastically cut the costs of its support functions and improve its internal control and economic piloting. It launches a project to implement financial shared services. Teams of 100 to 150 employees that used to work on different locations will be gathered in one site.
The WillBe Group team relies on its mastery of accounting and finance processes. It pilots the deployment of the said shared services. Its extensive experience in piloting complex transformation projects in an international context proves invaluable.
WillBe Group’s contribution facilitates the teams’ mobilization in a tense social context. The main organizational and cultural barriers are thus lifted.