MOODY ’ S CORPORATION
“ To make our clients ' value drivers more efficient , we have to make the experience better , not just for our people , but for the ones who are actually using our services . They want to make sure their bills are getting paid on time , the customers are getting accurate information , or we ' re collecting the appropriate amounts and interacting effectively with our sales people and with our customers . We need to make sure that that ' s an effective , efficient process so we can keep a close eye on the KPIs and address issues they may be facing .
“ How do we make sure that experience is a good one for everybody ? How do we give people more time ? How do we make it easier to get things done ? How do we eliminate that non-value-added time with process improvement , or automation – or even the elimination of processes ? Transparent transformation doesn ' t happen overnight . It ' s something we put in place , enable , and then take time to stabilise and optimise .”
Jeff Klebanoff and his team have put a Process Excellence Program ( PEP ) in place to address this . It focuses on enabling the business to execute on their own projects , while providing support by leading endto-end projects and offering stakeholders a suite of tools , templates and self-paced learning , alongside mentoring to improve project success and full lifecycle project management support . “ This is something at the centre of finance transformation for us . Value drivers are going to be at the heart of all the work we ' re doing as a finance organisation .”
1909
Year founded
$ 6.2bn
Revenue ( USD )
14,000 + Number of employees
People and the culture of transformation Mark Kaye introduces the corporation-wide initiative that is being focused on here .
“ To execute on our finance mission , we launched the Finance Transformation