← ALL SUCCESS STORIES
CASE 02GLOBAL MULTI-ENTITY ORGANISATIONGLOBAL FINANCE ERP
Shaping and mobilising a global Finance ERP transformation.
From ambition to executable programme — strategy, System Integrator selection, business case, governance and global Discovery, all in place before committing to implementation.
MOBILISED
ENGAGEMENT
ERP Programme Leadership — Global Finance Transformation
SCOPE
Group-wide, across international entities incl. Australia & the US
OUR ROLE
Strategic Programme Director — strategy, SI selection, business case, global Discovery
01 — CLIENT CHALLENGE
The organisation was embarking on a major Finance transformation — a global ERP platform to support future growth, standardise processes and create a scalable finance operating model across international entities.
Before committing to global deployment, it needed a clear transformation strategy, the right implementation partner, a robust delivery approach and genuine executive confidence.
KT Transformation Advisory was engaged to provide strategic programme leadership, shape the ERP transformation roadmap and lead the mobilisation of the global Finance ERP programme.
THE STARTING LANDSCAPE
— Regional processes, varying levels of standardisation— Reporting solutions no longer fit for purpose— Inconsistent ways of working across Finance teams— No agreed strategy, partner or delivery approach for the ERP ambition
02 — PROGRAMME OBJECTIVES
i.
Define the vision
A clear vision and roadmap for global Finance ERP transformation.
ii.
Select the right SI partner
Through a robust, transparent procurement process.
iii.
Secure executive approval
A compelling business case and governance framework for executive and Board sign-off.
iv.
Build the delivery foundation
Detailed discovery, planning and business alignment before implementation.
The ambition: a scalable global ERP platform enabling Finance process standardisation, improved group reporting, enhanced controls and greater operational efficiency.
03 — OUR APPROACH
1
Defining the ERP strategy and implementation approach
Working with Group sponsors, Finance leadership and regional executives across Australia and the US, we established the strategic direction — business objectives and transformation drivers, the scope of Finance capabilities to transform, and opportunities to standardise and harmonise processes, reporting dimensions and data structures.
Key principle: not simply a technology deployment, but a business transformation programme designed to create a sustainable global Finance platform.
2
Leading the System Integrator selection
A comprehensive Request for Proposal process, designed and executed to identify the right implementation partner — objective, transparent, and aligned to both business requirements and transformation ambitions.
RFP DESIGN & MANAGEMENT
— RFP approach and supporting documentation— Vendor communications and clarification queries— Stakeholder inputs across Finance, IT and the business— Structured evaluation and scoring framework
VENDOR ASSESSMENT & SELECTION
— Vendor response assessment model— Internal review and scoring sessions— Vendor presentation and pitch sessions— Consolidated outcomes, recommendations and final selection
3
Validating the implementation approach and commercial model
With the preferred partner selected, a detailed validation exercise aligned vendor approach with client expectations before signature.
— Reviewed the proposed implementation methodology— Challenged assumptions, scope and delivery approach— Facilitated detailed client–SI Q&A sessions— Validated resource requirements and timelines— Negotiated effort estimates and commercial proposals
The organisation entered the programme with clarity around scope, responsibilities, investment and delivery expectations.
4
Building the business case and programme governance
In parallel with SI selection, we worked with executive sponsors on a comprehensive business case for global ERP deployment — and a governance model that created clarity of ownership from the outset.
INVESTMENT & DELIVERY MODEL
— Internal and external resource requirements— ERP environments and technical landscape— Implementation partner costs— Change management requirements— Programme governance structure
OPERATING MODEL & ACCOUNTABILITY
— Internal programme RACI— Vendor delivery RACI— Design Authority forum— Executive governance structure— Deliverable review and approval processes
5
Risk-based programme mobilisation
Rather than immediately committing to full implementation, the engagement was structured to de-risk the decision:
PHASE 1 — DETAILED DISCOVERY→STAGE GATE DECISION→PHASE 2 — IMPLEMENTATION
Discovery was designed to build a detailed understanding of:
FINANCE PROCESSESDATA REQUIREMENTSINTEGRATION LANDSCAPEREPORTING NEEDSTRAINING & ENABLEMENTCHANGE IMPACTSSTANDARDISATION OPPORTUNITIES
Leadership gained the confidence, information and visibility to make an informed investment decision before proceeding into implementation.
6
Leading global Discovery delivery
As Global Programme Director, we led Discovery across multiple regions and time zones — coordinating client Finance teams and SI delivery teams throughout.
— Programme governance and ways of working— Delivery across multiple workstreams— Global stakeholder engagement— Business availability aligned with delivery— Risks, dependencies and decision points— Deliverable quality and stakeholder alignment
A structured review and sign-off process, run on the agreed RACI model, gave every Discovery deliverable a clear owner and approver.
04 — OUR ROLE
Engaged as Strategic Programme Director — end-to-end leadership across the transformation lifecycle, acting as the bridge between executive leadership, Finance teams, technology stakeholders and implementation partners.
— ERP transformation strategy and roadmap— Executive stakeholder engagement— SI partner selection and negotiation— Business case development— Programme governance design— Risk management strategy— Global Discovery leadership— Business and technology alignment— Board-level communication and approval management
05 — OUTCOMES
From ambition to an executable programme.
✓Preferred implementation partner selected and onboarded through a structured RFP process
✓Executive and Board approval secured for the ERP transformation investment
✓Robust business case covering investment, resources, governance and delivery approach
✓Clear accountability through internal and vendor RACI frameworks
✓Detailed global Discovery completed across Finance, data, integrations, reporting, training and change
✓Global process standardisation and reporting improvement opportunities identified
✓A clear roadmap towards implementation and future ERP-enabled Finance transformation
06 — BUSINESS IMPACT
A successful ERP transformation begins long before configuration starts.
By establishing a clear vision, selecting the right implementation partner, creating strong governance and completing detailed discovery, the organisation moved from an ambition for global Finance transformation to a controlled, executable delivery programme.
The programme created the confidence leadership needed to progress towards a scalable global ERP platform — one designed not only to improve Finance operations today, but to support future growth, standardisation and enterprise-wide transformation.