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Global Telecom Provider

Fragmented Reporting Across Multiple Business Lines

Issue

A global telecom provider struggled to align executive decision-making due to fragmented financial reporting across five independently managed business lines. The executive team decided to change the externally reporting structure to report on three key business lines. The supporting technology had to be redesigned to support the new structure, and provide consistent reporting views for management and investment community.

Definition

A global telecom provider struggled to align executive decision-making due to fragmented financial reporting across five independently managed business lines. The executive team decided to change the externally reporting structure to report on three key business lines. The supporting technology had to be redesigned to support the new structure, and provide consistent reporting views for management and investment community.

Common Symptoms

  • Redundant KPIs and inconsistent financial narratives across business lines
  • Excessive time spent reconciling data and formatting executive reports
  • Inability to consolidate performance metrics without significant manual intervention
  • Delays in monthly and quarterly close cycles due to data fragmentation

Business Implications

  • Executives lacked timely insights needed for strategic decision-making
  • Misaligned metrics created confusion and diluted accountability
  • The company incurred operational risk from inconsistent reporting standards
  • Planning agility suffered, slowing down the company's response to market dynamics

Cogleus Solution Approach

Working with the client team, alongside additional implementation vendors, Cogleus led a high- impact transformation to unify enterprise performance management. We consolidated five siloed business lines into three streamlined reporting segments, leveraging Oracle Cloud EPM as the foundation for integrated planning and reporting.

What We Did

  • Redesigned reporting hierarchies to align with new segment definitions
  • Standardized KPIs and planning assumptions across the enterprise
  • Integrated disparate data sources into a single reporting framework
  • Automated intercompany eliminations and consolidated reporting flows
  • Facilitated stakeholder alignment through design workshops and CRP validation

Technology Used

Results

  • A unified, scalable planning and reporting structure across three reporting segments
  • A 30% reduction in the financial close cycle
  • Improved leadership trust through consistent, real-time financial insights
  • A flexible architecture that positioned the company for future service expansion

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