Financial reporting consulting

Financial departments and management control or performance departments are our interlocutors for mission of assistance in reporting an steering

Our clients are of all sizes and from all sectors. The particularity of reporting and steering missions is that it is important to know the industry of the client company.
This is why Akeance Consulting has teams who, in most cases, have an experience in companies prior to joining Akeance Consulting.

Reporting and steering missions address three concerns.

The revision or implementation of a dashboard. The work consists in reviewing the existing reporting and identifying additional needs for dashboards.
This may be missions that include more information related to the "physical" aspects of the activity (volumes, numbers, weight, geography, etc.).

The second subject of Akeance Consulting's missions is related to redesigning the entire reporting system of the company or an activity.
The approach then consists in identifying at each level of responsability the information needed for steering the activity. And so on up to general management.

The difficulty lies with ensuring that the information are not accumulated as the dashboards are elaborated at the various levels of responsibility, but rather in reducing/aggregating the information to what is strictly needed for a given level of responsibility.

The third type of mission that Akeance Consulting carries out concerns the choice and the management of the implementation of a management tool such as reporting, consolidation or BI. This type of mission is a regular at Akeance Consulting.

Indeed dashboards are very often numerous and the informations redundant. How many times do we find the turnover in dashboards... but not calculated in the same way...
The difficulty is that any information is interesting and reports increase inexorably over time. It is difficult to only focus on useful information. Though this is necessary in order to avoid to being lost with information and no longer having any real help from the management tools.

Dashboards and reports produced by an ERP are generally insufficient (or at least considered to be so) and "complementary tables" are flourishing.
Each activity has its own Excel table (if not several), although there are not informations necessarily homogeneous or similar.
That's why in order to avoid unnecessary discussion from a table to another table gap analyses, to avoid the "autonomy of departments", among other advantages, it is necessary to group the reports into a unique tool such as MRP (or almost unique, as perfection does not exist).