Meet the next generation of Intelligent Planning™
La Poste

La Poste forecasts a 60% productivity gain with Board

The postal giant is enhancing financial performance management and increasing profitability with Intelligent Planning.

To accelerate its digital transformation, La Poste Group chose the Board Intelligent Planning Platform to create a single, shared view of financial performance across the business and all of its branches. With one click, the company can now manage its annual budget and tax cycle to guarantee financial security. By bringing economic and financial expertise to the group's strategic projects and investments, management controllers have become true business partners with executive leaders and colleagues across every department. Chosen by and for users, the Board platform is available to 1,000 management controllers and will eventually be accessed by 15,000 managers. 

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  • Industry: Transportation & Logistics
  • Department: Finance
  • Employees: 238,000
  • Countries: 63
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As the leading local commercial network in France, the La Poste Group welcomes 1.3 million customers every day across its 17,000 postal access points. Each year, the company distributes more than 17 billion letters, printed adverts, and parcels worldwide. A public limited company with 100% public capital, La Poste is organized into four business lines: Services-Mail-Parcels, Banking and Insurance, Physical and Digital Distribution, and the GeoPost/DPD Group for international markets.

Creating a panoramic view of financial performance

Under its business model, workflows had naturally verticalized and the group lacked transparency. La Poste had as many management solutions as major business lines. This prevented it from having a clear, shared vision of performance within the group and its real estate company La Poste Immobilière.

As part of its strategic "La Poste 2030, committed to you" plan, La Poste created its Consumer and Digital Branch (BGPN) in 2021 with the ambition of driving customer and employee satisfaction. To achieve this goal, La Poste had to accelerate and prioritize digital transformation.

"We wanted a panoramic view of what our different businesses are doing through a single solution. The project we have undertaken is part of transforming the management control sector. We called this the GPS project, for predictive management, for the attention not only of the management control sector but also of all end users," explains Arnaud Pasquelin, Director of the Management Control Sector at La Poste.

The Board revolution: a user-centric platform

La Poste chose the Board Intelligent Planning platform to underpin the GPS project. It would create the transparency needed to properly understand financial performance and enable data-driven decisions.

"Board represents a real revolution because the company places the user experience at the center of its strategy," says Pasquelin. "In the past, we chose solutions for their performance, their ability to handle big data, or their ability to interface with other solutions. Today, I am convinced that a solution must be chosen by and for users.”

For this reason, 100 stakeholders were involved throughout the entire Board project. Requirements were identified through a collective effort. Each business line defined its functional needs and the IT teams vouched for the platform's performance, security, interoperability, and regulatory compliance capabilities—especially in regard to the General Data Protection Regulation (GDPR) which governs data processing.

La Poste chose one of Board's systems integrator partners, Klee Performance, to help with the implementation, and set up a new organization called Reporting Digital Factory.

Four phases to scale up

The first phase of the process covered reporting for 1,000 management controllers, based on dashboards for profit and loss, staff monitoring, vehicle fleets, and HR indicators. More specific dashboards are dedicated to each branch. For example, the Services-Mail-Parcels branch can monitor the quality of delivery service in terms of delivery times, while the property branch can oversee the management of leases.

The second phase concerns the budgeting of a medium-term, five-year plan and an annual budget. It also includes yearly forecasts for 1, 6, 12, and 18 months ahead, a priority for the executive leadership team. On top of this, the rolling forecast makes it possible to continually revise expectations on an ongoing basis, eliminating the typical end-of-year rush.

In the third phase, based on financial simulation, managers have the opportunity to test different budget scenarios and analyze their investment strategies to achieve their goals.

The last phase is dedicated to data visualization for 5,000 managers and, eventually, 15,000 colleagues.

Spreading a culture of management and economic performance

Board has empowered La Poste employees by creating immediate access to data from any device.

"Today, on their smartphone, and in a few clicks, a manager can follow their organization’s key success indicators and make immediate decisions based on factors such as turnover, flagship projects, degree of progress, and more. Data visualization is Board's great strength and is the promise we made to our users," says Pasquelin.

Upstream data quality has increased and downstream there is now a 360-degree view based on a single point of truth.

"This is the end of the 'data war' between the different services," says Pasquelin. "A performance review should not be a discussion about numbers. With Board, information is unified and consolidated. It is access to financial information. It is also access to staff, square meters, number of vehicles, kilometers traveled, quality of services rendered, and pricing. It is this whole ecosystem, and therefore the power of Board, which allows us to present the right elements for an informed management decision."

Management controllers, meanwhile, have become more efficient in collecting and correcting various sources of data. This time saving has allowed them to become a true business partner. As Pasquelin describes it:

"Reporting is the DNA of the management controller. It is what creates the credibility and recognition with managers to help them manage their entities. With the Board platform being easy to use, ergonomic, and reliable, management control becomes the advisor—the right arm of the manager.”