Designing a scalable finance operating model for a global organisation

How do you turn a decentralised finance function into a consistent, cost-efficient operating model at global scale?

For an international organisation focused on education and cultural relations operating across multiple regions and countries, finance was central to improving performance, managing cost pressure and supporting better decision-making.

As part of a multi-year transformation programme spanning Finance, HR, Data & Technology and Procurement, the client needed to redesign its Operating Model across 7 regions and over 100 countries, creating a more consistent and scalable model for a highly decentralised global organisation.

Delivering a global finance transformation

Baringa helped design a Finance Target Operating Model that gave the organisation a simpler, more scalable model aligned to its global structure, three core business units and strategic priorities.

Our approach focused on simplifying complexity, improving consistency and building a finance function that could scale globally. We:

• Designed a simplified Finance Target Operating Model aligned to the client’s three core Business Units
• Created the core operating model artefacts, including 100+ process maps, 40 role descriptions and an L4 process taxonomy covering 500+ processes
• Built alignment across the organisation by chairing Design Authority forums and leading process deep-dive sessions with over 50 stakeholders across Finance and the Business, spanning 7 regions and 3 business units
• Supported the outsourcing strategy for transactional finance, from service provider dialogue and vendor selection through to contract signature
• Supported the transformation of the FP&A function, including defining the data and technology requirements of the FP&A tool, process re-design and optimisation of the organisation design across business partnering and the centre of excellence
• Established and ran a structured approach to transformation planning and governance through the Finance Transformation Management Office

This gave the client stronger foundations for a more consistent, scalable finance function and the governance needed to support long-term transformation.

Reducing cost and improving finance performance

The work delivered clear benefits across operating model design, cost efficiency, governance and future planning capability.

Key outcomes included:

• A simplified Finance Target Operating Model aligned to the client’s three core Business Units, helping address legacy challenges under the regional construct
• Capacity creation opportunities to deliver 30% cost savings against the annualised cost of Finance
• A structured transformation governance model that improved planning, oversight, decision-making, and delivery coordination
• Reduced knowledge management gaps through a comprehensive L4 process taxonomy, standard process maps, role types and job descriptions
• Defined data and technology requirements and design decisions to support the FP&A tool implementation

Building a consistent, future‑ready finance function

By combining operating model design, process standardisation and structured governance, the organisation created a more consistent, scalable finance function across a complex global footprint.

The organisation is now better positioned to improve consistency, manage cost pressures and support the next phase of finance transformation across its global operating model.

For organisations facing similar challenges, one principle stands out:

For complex, globally distributed organisations, the challenge is balancing standardisation with regional requirements. A clearly defined Target Operating Model, underpinned by robust process design and governance, helps reduce cost, improve consistency and create a finance function that can scale.

Get in touch to explore how a structured operating model approach can support large-scale finance transformation.