Case study · Large Construction and Concrete Company
Process Improvement for Finance
New organization with documented roles, increased automation and strong internal controls
The challenge
Consolidating two companies processes and creation of a shared service center
Leadership change (new CFO)
Issues with organization span of control, workforce turnover, lack of process automation
Lack of process controls around cash management allowing for uncontrolled disbursements, inconsistent vendor terms
Manual processes, inequitable work distribution and potential internal control gaps
Successful outcome
- New organization with documented roles, increased automation and strong internal controls
- Organization Change Management including Consistent messaging
- Increased working capital, providing more flexibility to grow the business
- Adherence to company values throughout process; minimized business disruption
How we did it
- Led series of workshops and employee interviews to understand existing processes and facilitate efficient process improvement and automation recommendations
- Refined AP process after developing a new disbursement review and approval process
- Designed options for organizational changes
- Directed change management effort for messages and announcements
Boxley Group competencies
- Organizational Design, Capability and Change Management
- Process Optimization
- Finance and Accounting Advisory
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