Mobilising a global ERP finance transformation


Our customer, a global FMCG company, was in the process of mobilising a complex finance transformation and controls improvement programme. This covered the full range of business and technical operations, including controls, reporting, shared services ways of working and ERP direction. 


An initial phase delivered a high-level target operating model and improvement recommendations. For phase two the programme needed to build momentum and move into delivery mode. The defined business case had to be supported by detailed analysis and timely business decisions had to be taken regarding future shared services model and location. To contribute to the funding of the programme, quick wins had to be identified, assessed, and implemented. 


In parallel, new regulatory requirements impacting the company’s controls framework had to be analysed, the existing controls environment documented, control gaps identified, and remediation prioritised.  


The customer was looking for an injection of trusted, change leadership expertise to shape, mobilise and drive the required delivery work; remove complexity and get the best out of the external suppliers. They required a team to work alongside the customer to drive delivery and give independent assurance that the programme and workstreams stayed on track.  



We deployed two Project One consultants providing programme management and delivery support, including: 


  • Develop and implement a straight-forward, outcome focused approach to de-mystify what’s needed and get the best from the suppliers 
  • Obtain agreement and documentation of scope across all workstreams and stakeholder groups 
  • Define and manage against an integrated plan across the suppliers, with milestones, costs, resourcing, and benefits 
  • Develop an approach and plan to land the change into the business areas, across functions and geographies, building an internal team of process owners 
  • Support programme steering, stakeholder engagement and leadership. 

We quickly created momentum by defining and obtaining buy-in from all parties to the integrated programme plan, allowing us to effectively track progress on workstream level. This enabled transparent stakeholder communication and timely decision making to achieve programme milestones. Focus was also dedicated on assuring quality of interim deliverables and thereby avoiding surprises at the end and protecting the critical path of the programme. 


The programme identified 200+ improvement opportunities (IT and non-IT). We organised and led the ‘Design Authority’ allowing to prioritise and implement several quick wins contributing to the overall business case. 


In compliance with the new regulations, all existing financial controls were documented, control gaps identified, and remediation activities prioritised.  


In addition to our programme management responsibilities, we pro-actively supported the design and delivery of a new ‘three-line-of-defence’ operating model and controls centre of excellence. To enable controls maintenance and testing, we led an independent vendor selection process for the future controls management tool.  



Project One Expertise 

At Project One, we help and support our customers to create momentum with their most critical change programmes. Our team of change experts have years of experience and work with a variety of customers in all industries to provide independent change leadership through every step of their change journey. If you would like to discuss your specific challenges and our change and delivery experience to see how we can help, please get in touch.

“Thank you once again for all your hard work and effort over the last six months. I genuinely appreciate all that you have achieved on the project, and we would not have got as far as we have without you both [Project One].”

Group Financial Controller

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