T. K. Hamann | Preparing the Strategic Transformation Program at an Entertainment Group

Media & Entertainment

Preparing the Strategic Transformation Program at an Entertainment Group

Transferring two thirds of the existing businesses or subsidiaries into a business unit ‘Entertainment’—organized along the core areas ‘Content’, ‘(Digital) Reach’, and ‘Monetization’

Improving the management and coordination within the business unit ‘Entertainment’ based on a future operating model

Successfully completing the planning and budgeting process for the coming year in the light of the strategic reorganization

Ensuring the successful execution in the near term, especially securing the strict adherence to the financial plan (P&L statement)

Structuring the planned P&L statement along the various types of business and assisting line managers with the definition and scheduling of measures

Defining and setting up implementation roadmaps incl. milestones and establishing a central system in order to track the degree of completion and actual impact of each and every measure

Informing regularly the ‘CFO Entertainment’ and further relevant stakeholders (e.g. ‘Entertainment Board’, board of directors and supervisory board) regarding progress and results of the program

Analyzing the as-is structure of the corporate group

Conducting comprehensive conversations about managers’ expectations on the type of management control and financial contributions of the entertainment businesses

New structure for the P&L statement developed and backed with concrete actions along the core areas

Measures to secure the budget scheduled:

Prerequisites created for a monthly reporting on implementation progress and financial success (e.g. scorecard, well-structured information to the ‘Entertainment Board’)

A perspective on the future transformation of the business unit ‘Entertainment’ developed