Cases Team FLOWTH
CASE 1
Finance transformation in the healthcare sector
A rapidly growing group in the healthcare sector is struggling with its Finance organization: the Controlling team is not delivering on management’s expectations. The Group Controller has left the organization.
The Controlling team are hard-working and extremely dedicated. Over the years, though, they have taken on a broad range of activities that is now creating a loss of coherence and focus. At the same time, the collaboration with the other Finance departments is unclear, leading to tensions. Credit management is handled by the Controlling team against a backdrop of tension with the Accounting team. The Controlling team is responsible for drawing up the annual budgets, while the multi-year strategic plan and forecasting are taken care of by the Strategy team.
Together with the CFO, and in alignment with the COO, the activities are rearranged, roles are better defined, and short and long-term objectives are set. The responsibility for credit management is moved to a new Credit Control team in collaboration with Operations and with a new focus on Accounts Receivables. The Strategy team and the Controlling team are merged.
The result?
Better results for the company, smooth collaboration within Finance and between Finance and Operations, a slimmed-down team, an effort to get on top of credit management, more job satisfaction for everyone: FLOWTH.
“If Luc had done what we asked him to do, we would never have been so successful. Luc went looking for the question behind our question. Taking an inside-out approach, he embarked on a challenging journey with the impacted employees. Despite initial resistance, everyone is now happy with the new ways of working.”
Damien, CFO
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CASE 2
Teamwork in a social enterprise
In one of the workshops of a social enterprise, things aren’t running smoothly. Management is focussing on how the supervisor is carrying out her role and wants to evaluate the workshop operations.
The team, including the supervisor, have plenty of good intentions. However, the end-to-end flow in the workshop is not transparent. As a result, mistakes are made and tensions bubble up in the team, something the supervisor doesn’t know how to handle. The entire process flow is sketched out, providing clarity for each of the roles in the team and also in the interaction with the customer and the warehouses.
The critical points in the process are made measurable, and the process is adjusted and optimised.
Within the team, job crafting is used to adjust some of the roles.
The result?
The number of errors and unnecessary movement of goods decreases. The team members have a proactive finger on the pulse of the process. Some have been able to adapt their role to their ambitions. The supervisor grows in her role: FLOWTH.
“I really like the methodical way in which Luc explains and substantiates his approach. He really knows the concepts and is also very good at educating the operational employees. It was also nice to see a holistic approach being taken: what was seen internally as mainly a cultural bottleneck in supervision was already at least half-resolved just by structurally tackling the business processes involved!”
Liesbeth, project engineer
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