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<b>On April 9th, 2020, the GC Coordinated model & GC Digital Core template strategy was endorsed by GCEARB which included the following components:</b>

<b><big>On April 9th, 2020, the GC Coordinated model & GC Digital Core template strategy was endorsed by GCEARB which included the following components:</big></b>

 

* Implementation of a “GC Coordinated Model” to enable the GC-wide transition to S/4 HANA and to deliver financial management transformation, utilizing a new operating and governance model.  

· Implementation of a “GC Coordinated Model” to enable the GC-wide transition to S/4 HANA and to deliver financial management transformation, utilizing a new operating and governance model.  

* Implementation of a “GC Digital Core” to support the transformation, which would have functionality built once, and used everywhere. This will accelerate implementations, avoid duplicative costs, and reduce the risk in transition to S/4 HANA.

 

* Maximize technical architecture.  

· Implementation of a “GC Digital Core” to support the transformation, which would have functionality built once, and used everywhere. This will accelerate implementations, avoid duplicative costs, and reduce the risk in transition to S/4 HANA.

* Maximize deployment options / clustering by reducing the number of SAP instances within the GC. This approach should significantly reduce the investments and the on-going operating costs, moving forwar

 

<b><big>In summary and in practical terms, the proposed strategy suggests that we:</big> </b>

· Maximize technical architecture.  

* In partnership with OGDs, standardize approximately 70% of our financial processes (paying a bill is paying a bill…) across the GC and let Departments “customize” 30% to meet their specific needs.

 

* Encourage / enable the “clustering” concept across GC; preliminary assessments suggest going from 18 instances to 11.

· Maximize deployment options / clustering by reducing the number of SAP instances within the GC. This approach should significantly reduce the investments and the on-going operating costs, moving forward.

 

 

<b> In summary and in practical terms, the proposed strategy suggests that we: </b>

 

· In partnership with OGDs, standardize approximately 70% of our financial processes (paying a bill is paying a bill…) across the GC and let Departments “customize” 30% to meet their specific needs.

 

· Encourage / enable the “clustering” concept across GC; preliminary assessments suggest going from 18 instances to 11.

 

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