It had faced challenges in implementing technological transformations in the past, and so recognized the need for creating the kind of collaborative spaces in which critical questions could be asked — and strategies shaped — before it started building technology into its operations. The question the client asked was crucial but broad: rather than making incremental improvements, how do we think differently about how the finance function supports the business? In particular, it was looking at how to improve operations across eight distinct finance processes, from financial accounting to book closing, by applying technology in ways which would work to deliver real value.
Finding fresh perspectives meant the client needed to bring together the right expertise. For large multinational organizations, these conversations can be hard to create and sustain — teams can be widely distributed around the world, business functions may be highly siloed and individuals may keep varying hours.
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Bringing stakeholders together physically — and giving them the tools to succeed — was critical. The EY Advisory and Assurance teams worked together on this project to help create the conditions that allowed the client to have these conversations — bringing our own different perspectives to bear on the project.
In wavespace we help clients curate talent and technology, bringing them together in collaboration. They are proven to energize and align teams to create meaningful outcomes, faster. Clients can engage with wavespace locations around the world, be hosted in temporary pop-up wavespaces, or have a wavespace installed in their premises — all are designed to help clients interact with ideas, technology and each other, in ways that can lead them to the decisions and creativity that will help them thrive in the transformative age.
Over the course of an eight-week program, wavespace hosted dozens of key stakeholders in over meetings, giving them the perspective and collaborative focus they needed to think about and ask questions about the best ways to transforming their finance operations.
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At the same time, participants were challenged to work identifying meaningful ways to assess how technology solutions could be applied to their finance processes. First, the client landed on the Cloud as the most appropriate technology for their needs. Within wavespace, they then started challenging their own assumptions — rightly identifying the fact that the Cloud could not be considered just as a technology play but needed to be understood as a wider platform that could transform the finance function in multiple ways.
The client also identified potential roadblocks. Through dialog with respective stakeholders, they found that if they had focused entirely on the tech, but neglected the process side of the equation, the desired results would not be delivered. EY ensured the wavespace environment provided the frontline finance professionals everything they needed to help design the solution and define the use cases, supported by the IT and Finance Change teams.
Through transparent conversations between different stakeholder groups, practical, effective solutions began to emerge. Through creative collaboration within wavespace, the client not only honed their transformation strategy to a specifically Cloud-based approach — they also developed clearly defined steps that would allow them to pursue real, measurable value.
These tools allowed the client to come up with solutions that led to real, measurable value for its finance function — and the business as a whole. With these new Cloud-enabled processes, they identified the potential to remove the need for manual reconciliations between different systems or data sets.
This could then potentially save significant man-hours — including reducing the time taken to close accounting books from up to 20 days down to four days — freeing up time and resources for more value-adding tasks. Particularly, it demonstrates that grounding any technological agenda in real world, human experiences — rather than hypothetical ideal scenarios — is critical if technology solutions are to be applied in an effective and valuable way. With the current business landscape utterly changed by the impact of COVID, organizations increasingly need to be able to reimagine how they work in this unchartered environment.
More than ever, they will need to reframe how their business models and operations fit into a global economy that continues to experience severe shock as a result of the pandemic. To effectively reinvent themselves during this crisis, organizations will need to embrace transformation to drive growth. By creating the mental space to think through the challenges brought about by COVID — actively seeking different perspectives and challenging assumptions about not just the right paths forward, but also the fundamental issues to be addressed — organizations can ensure they are pursuing strategies that can deliver genuine value.
Questions about a specific EY service? EY Belgium is keen to make the mobility of its 2, employees greener. EY presents its first Climate Risk Disclosure Barometer underlining that companies need to understand the risks and even the opportunities associated with the impacts of climate change.
In too, Belgium remained an attractive country for foreign investors, according to the EY Belgian Attractiveness Survey. Despite initially riding momentum carried from Q4 , hopes for an IPO window of opportunity and rebound in the first half of were cut short by the global impact of COVID Visit the newsroom. EY is a global leader in assurance, consulting, strategy and transactions, and tax services.
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The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. For more information about our organization, please visit ey. This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax, or other professional advice.
Bike rental - Murcia Bike Hire, Murcia Traveller Reviews - Tripadvisor
Mostly, we can "force" certain special requests which wouldn't be possible if you would approach the tour operator or cruiseline as an individual customer. These "insider" tips can save you a lot of money compared to the recommend excursions or transfers sold on the ship.. For the bookings, we undertake all necessary steps to get it processed immediately.
No administrative hassle or loss of time for our clients Besides we will inform you about the new routings and give you the possibility to book them even before they are online on the organizers website. Interesting, especially for the very popular cruises which are mostly sold out in record time.. So, no need to take a rush decision. On those evenings we try to explain in detail what you may expect from a gay cruise check-in procedure? What are the theme parties? Where and with who can you have dinner? What is the differences with other cruises are explained Also it is a great way to get to know other people sharing the same intrest for a gay cruise vacation Great trip, great bikes, Fantastic service all round Great customer experience.
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Stuart was so helpful, suggesting routes etc.. Excellent value for money, highly recommend Murcia Bikes. Cheers Michael, Pleasure to meet you, thank you for your feedback and recommendation. I hope to see you again soon. BR Stuart. Stuart has just picked up the two mountain bikes we hire during our stay here on El Valle Golf, I must say what a gent great service, we were lucky enough to enjoy the bikes locally.
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Murcia Bike Hire. Equipment Hire. Review Highlights. Reviewed 30 September Review collected in partnership with this attraction This business uses tools provided by Tripadvisor or one of its official Review Collection Partners to encourage and collect guest reviews, including this one. Reviewed 5 September Bike rental.
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