Businesses constantly change and evolve, but many corporate functions can struggle to adapt and change. Financial processes belabored by dense regulatory burden and pejorative accounting rules can be less nimble. Some of the limitations are in the underlying IT environment but frequently operational processes and organizational structure can be a root cause.

Our approach is a top-down evaluation utilizing a combination of interviews, surveys, detailed analysis of core processes, all benchmarked against competitors and best practice to allow management to make tactical and strategic decisions. We review the typically complex matrix created by the co-existence of functional structure and process-oriented units. A solution oriented approach that combines both functional and process management perspectives can be more beneficial in transforming an organization from one that is functionally oriented to a fully process‐oriented strategically aligned organizational structure.