A history of acquiring smaller companies had left one global medical device manufacturer with highly fragmented finance operations.
Different business units and regional facilities used different processes, technologies and organizational structures to carry out tasks across accounts payables, order management, and reporting processes. The company’s finance leaders found it challenging to manage operations efficiently. They also found it tough to strengthen compliance and ensure the accuracy and integrity of the company’s balance sheet.
Knowing there was a better way, they set out to establish an intelligent finance operating model.
