Redefining Governance for Finance Transformation Success

The Challenge

A leading financial services organisation embarked on an ambitious transformation program to modernise finance systems, processes, and the operating model across a global footprint. Despite significant investment and early progress, the transformation encountered delivery challenges that slowed momentum and diluted business confidence.

A critical initiative to transition key reporting and compliance activities was repeatedly delayed. The underlying issue wasn’t technology, it was the absence of an operating model approach that aligned governance, accountability, and business ownership. What began as a technology problem evolved into a strategic transformation issue.

Client Overview

The client is a large, globally diversified financial institution with operations spanning multiple geographies. Its finance function plays a pivotal role in enterprise decision-making, regulatory compliance, and investment management. The transformation program aimed to decentralise operations and modernise reporting and control capabilities to meet future growth and regulatory requirements.

Solution

Org was engaged to review and rescue the transformation initiative, focusing on delivery governance, operating model design, and stakeholder engagement.

The approach combined an independent assurance review with an embedded delivery uplift, ensuring recommendations could be rapidly actioned. Key activities included:

• Conducting a comprehensive review of governance, delivery, and change management frameworks against global best practice.
• Reframing the initiative as a finance operating model transformation, not solely a technology project.
• Deploying a team comprising a Program Manager, Change Management Lead, and Business Analysts to reset direction and accelerate delivery.
• Redefining program leadership, scope, and milestones to restore accountability and stakeholder alignment.

This integrated approach transitioned the Transformation Office from a compliance-focused function to a strategic portfolio management capability, enabling more value-driven oversight.

Implementation

Org worked closely with the executive finance leadership and program sponsors to reset governance and delivery rhythms.

• Program governance: Introduced a structured decision-making cadence and clear delineation of responsibilities.
• Stakeholder engagement: Strengthened relationships across finance, technology, and regulatory teams, ensuring collaboration and transparency.
• Operating model design: Defined the end-to-end target operating model, aligning systems, processes, and people to deliver decentralised accountability.
• Change management: Embedded robust change and communication plans to support adoption and sustainability.

This approach ensured rapid stabilisation of delivery, renewed focus on value realisation, and improved stakeholder confidence.

The Impact

Through Org’s involvement, the finance transformation was re-energised and realigned to strategic objectives. Key outcomes included:

• Governance uplift: A clear and practical governance structure replaced fragmented decision-making, providing transparency and control.
• Delivery acceleration: The program was brought back on track, meeting delivery milestones within agreed time and cost parameters.
• Enhanced accountability: Business units assumed ownership of processes and outcomes, reducing reliance on central oversight.
• Cultural shift: The transformation office evolved from a checklist and compliance mindset to a value-creation and performance culture.
• Sustained assurance: Continuous review and feedback loops enabled proactive risk management and adaptive improvement.

Ultimately, Org’s strategic oversight and delivery capability helped restore confidence in the transformation journey, enabling the organisation’s finance function to operate with greater agility, accountability, and resilience.