Media & Entertainment

Preparing the Strategic Transformation Program at an Entertainment Group

Challenges

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)

Problem-Solving Approach

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

Results

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

 

Measures to secure the budget scheduled:

  • Measures prioritized according to their respective financial and strategic impact
  • Key measures described in detail
  • Implementation roadmap defined

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