12.ICV sastanak controllera Srbija Ognjen Glavas ORACLE

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Od Ognjena smo naučili kako Oracle Hyperion pomaže velikim kompanijama, sa kojim problemima se najčešće susreću, koje su mogućnosti ovog softverskog rešenja i koji su najčešći zahtevi korisnika.

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  • Welcome…
  • SLIDE TRANSITION: In this 21st century, the demands on the office of finance and the CFO continue to mount.
  • SLIDE TRANSITION: As we all know, the ROLE of the CFO continues to change. It has evolved and expanded over the past decade—requiring CFOsto be more strategic, while still managing the various aspects of your business.
  • SLIDE TRANSITION: In fact, the role is evolving into the CFO being a catalyst for change.And in order to be a catalyst for change, many CFO’s are increasing their focus on three key areas:Driving Growth – providing accurate guidance to stakeholders re: revenue, expenses and resource allocationManaging Risk – managing fraud, waste, revenue/cost leakageReducing Costs – leveraging existing resources and finding cost effective ways to run the business
  • SLIDE TRANSITION: The areas of RESPONSIBILITY of the CFO are expandingAt more and more organizations, the CFO is overseeing IT.Taking on the responsibility for IT ensures that IT investments are delivering real value to the organizationA 2012 FEI survey revealed that 45% of CFOs have the IT function now reporting to them—that’s up from 42% last year
  • SLIDE TRANSITION: The 21st Century CFO Lives at the Nexus of Strategy and TechnologyAnd so the CFO of the 21st Century is now measured on their ability to both implement strategy and leverage technology—and so you now live at the nexus of strategy and technologyTo succeed in today’s volatile business environment, CFOs need to ensure their organizations have agile business processes and systems that enable them to maximize the potential of their resources and deliver the results expected by stakeholdersYou and your team are responsible for implementing these processes and systems—with your new roles and responsibilities, YOU will need to be the catalysts of change
  • SLIDE TRANSITION: [Tools don’t match up with the new roles and responsibilities]But here’s the problem: the finance organization often doesn’t have the tools to be change agents– and technology is the biggest barrier According to a survey of CFOs, the top barrier to improving the effectiveness of the Finance function is IT systems that are out of date and inflexible (48%)
  • SLIDE TRANSITION: [Current reality]The day begins with a budget meeting where you’re being asked to make recommendations about where to invest resources—a challenge that CFOs around the world are facing. However, the reality is only40% Can forecast 3 months ahead, and [Click]93% Are using spreadsheets in financial processes
  • SLIDE TRANSITION: [Oracle lives at the nexus of strategy and technology]That’s where we come in—because, at Oracle, we also live at the nexus of strategy and technology[Click] And our solutions are engineered to work together, which means that you can add new technology seamlessly without having to cobble together a system on your own[Click] 96% of the global fortune 500 are using Oracle to get better resultsNote to speaker: The 96% of Global Fortune 500was based on a comparison of Fortune 500 2012 vs. Oracle customers (GRC, FMS, EPM) approved by Oracle Legal.
  • SLIDE TRANSITION: [Many of these challenges the CFO deals with every day]So let’s take a glimpse into a typical day in the life of a CFO and how Oracle can not only change your organization, but also your morning, afternoon, and evening
  • SLIDE TRANSITION: [Morning Schedule & Growth Challenge]Let’s take a look at the morning meetings around driving growth
  • SLIDE TRANSITION: [Snapshot of meeting today (Budget Meeting)]At this morning meeting with the Financial Planning & Analysis team, it is 5 months into the annual budgeting process and Finance is still negotiating minute details of the budget with the sales organization - sending spreadsheets back and forth with each budget iterationAfter all the time spent on this, the CFO realizes that the budget will be out of date fairly quickly after it’s approved due to rapidly- changing market conditions
  • SLIDE TRANSITION: [Snapshot of meeting today (Product Profitability Analysis)]In addition, Finance is in discussions with Marketing regarding product profitability and about which products should get increased funding vs. decreased funding in the new fiscal year. Marketing is able to view revenue by product, but has no visibility into the actual profitability of each product line, since overhead and other costs are not allocated down to the product level. So they’re basically making decision blindly.The CFO fears that decisions about which products to continue investing R&D and Marketing resources in and which ones to discontinue are being made without the right level of insight into the true impact on the business.
  • SLIDE TRANSITION: [Reality of a near impossible job]We know that CFO wakes up to a near impossible jobBeing a change agent requires you to look at ALL the challenges you’re dealing with in their totality, not individuallySo this means you should be evaluating technology from the bigger perspective/picture in totality as wellDealing with these challenges is an every day occurrence for the CFO.
  • Time – takes too long, missed opportunities and obsolete plansLong simulation times can lead to missed opportunitiesLong planning cycles result in missed plansQuality – data integrity, lack of standardization and communicationLack of standardized financial logic can lead to errors in financial analysisLack of standardized methods and business rulesLack of communication between various areas within the organizationErrors in excel spreadsheetsFlexibility – lack of responsiveness to changesDisconnected processes (strategic, financial, operational) cause changes to be difficult and timelyLimited level of detailCost – many wasted resources, questionable benefitsToo much time spent gathering informationLimited time modeling and analyzing information
  • Achieving management excellence is all about improving your management processes.But like most organizations, the challenge is that your management processes are not well defined and highly fragmented.The symptoms are that your business is not well aligned, it’s hard to predict your performance and your business decisions are highly inconsistent.Unlike ERP, where you have well defined processes like ‘Order to Cash’ and ‘Procure to Pay’ you have no clear definition of your management processes.But Oracle can change that.[CLICK: NEXT SLIDE]
  • But what exactly IS Enterprise Performance Management?If you research the topic, consultants, academics and others will often opt to describe attributes of EPM rather than provide a definition of the term itself. Each attribute will give you one piece of the big puzzle, for example EPM provides these features – It is an integrated system, it enables you to access existing data sources and provides built in workflows.
  • Benefits are another piece of the puzzle. Benefits include being able to subtantially reduce the time it takes to close the books each period, being able to evaluate 1,000’s of scenarios quickly and the ability to eliminate thousands of spreadsheets often used to consolidate financials and report on them.
  • EPM also addresses business pains such as lacking a single, consistent, and reliable view of information, and the pain of continued reliance on managing by error-prone spreadsheets and even Long budgeting and planning cycles – with static plans
  • Retail
  • But WHAT exactly IS Enterprise Performance Management?????(Allow the picture to be revealed). Ok, so EPM not a mountain lion (Cougar or Puma), but it is fast and efficient like an mountain lion!
  • Oracle’s definition of EPM is that it “is a collection of management disciplines and analytic processes that enable the organization to articulate, monitor and achieve one or more pre-selected goals.” There are other slightly different definitions by analyst firms, consultants and academics, which we will address shortly.
  • So what characteristics define a world-class EPM system? As was mentioned previously, a world-class EPM system must connect the four disciplines and they should reside on a single platform. This provides excellent communication between the disciplines and enables the use of one data set. It should be able to source and validate data from existing systems such as ERP and CRM and should provide built in work-flows and automated processes to reduce errors and improve efficiencies so that the processes are repeatable and reusable. It must also be able to quickly create thousands of business scenarios to support strategic, operational and financial decision making.World-Class EPM must have a common reporting interface to be able to view results from each of the disciplines in a variety of ways and providea way to interact with the system when indicated to investigate poor scores or unusual numbers, react to red lights, and collaborate with peers about results and initiatives.World-Class EPM must also have dimension management and common data sources enabling organizations to reduce the complexity and cost of maintaining enterprise dimensions, making it easy to change dimensions and hierarchies as the organization changes, and provide one version of the facts.
  • SLIDE TRANSITION: [New reality – snapshot of meeting in the future (Budget Meeting)]So fast forward, the budget process is now a 6 week process, driven at a summary level and it’s refreshed on a quarterly basis with rolling forecasts submitted by the sales organization. Instead of using spreadsheets, a web-based budgeting, planning and forecasting solution is used to quickly capture key assumptions and rapidly create new scenarios.
  • SLIDE TRANSITION: [Snapshot of meeting in the future (Budget Meeting)]And as a result, budgeting is much less stressful, line managers are more focused on the quarterly forecast and Finance can provide more accurate guidance to senior management and external stakeholders.[Click] As part of the quarterly analysis and forecasting process, with an improved profitability and cost management system, Finance allocates revenue, as well as direct and indirect expenses down to the individual product line and customer segment.[Click]With fully-loaded P&L’s by product line, Finance and the Product Management teams can make more informed decisions about which products to discontinue, which customer segments to put more focus on, and how best to allocate R&D and Marketing resources in order to hit revenue and profit objectives for the company
  • SLIDE TRANSITION: Imagine a World… Intelligent finance organizationImagine a world with a finance organization so intelligent that the better part of your day is spent in the CEO’s office mapping out strategy, rather than painfully compiling reports from spreadsheets and disparate data sources
  • SLIDE TRANSITION: [Imagine a World…]Imagine where a finance organization closes their books in 2 days [Click] and financial results are quickly published to both internal and external stakeholders
  • SLIDE TRANSITION: Imagine a World…Where a finance organization can accurately forecast results 4 quarters in advance and quickly re-allocate resources to capture new market opportunities
  • SLIDE TRANSITION: [Reality of a near impossible job]We know that CFO wakes up to a near impossible jobBeing a change agent requires you to look at ALL the challenges you’re dealing with in their totality, not individuallySo this means you should be evaluating technology from the bigger perspective/picture in totality as wellDealing with these challenges is an every day occurrence for the CFO.
  • 12.ICV sastanak controllera Srbija Ognjen Glavas ORACLE

    1. 1. 21st Century Finance: Maximize Potential – Deliver Results Oracle Enterprise Performance Management Hyperion Planning Ognjen Glavaš EPM Sales Consultant Central And Eastern Europe (CEE) 1 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    2. 2. RISK MANAGE INTEGRATED BUSINESS PLANNIN BETTER REPORTING PRODUCTIVITY 2 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. ATTRACT AND RETAIN TALENT
    3. 3. FINANCIAL REPORTIN RISK MANAGE DRIVING GROWTH INTEGRATED BUSINESS PLANNIN REDUCING COSTS MANAGING RISK BETTER REPORTINGPAYABLE ACCOUNTS PRODUCTIVITY ACCOUNTS RECEIVABLE 3 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. ATTRACT AND RETAIN TALENT INVESTOR RELATIONS
    4. 4. 4 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    5. 5. of CFOs have the IT function reporting to them Source: 2012 FEI Gartner Survey 5 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    6. 6. Implement Strategy The of Strategy and Technology Leverage Technology 6 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    7. 7. DANGER OUTDATED TECHNOLOGY of CFOs say their IT systems are out-of-date and inflexible in 2012 Source: A New Role for New Times. CFO Publishing and KPMG International. March 2011. 7 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    8. 8. can only forecast in use spreadsheets 3 months ahead financial processes Source: Performance Management: An Incomplete Picture. CFO Research Services Study carried out by Dynamic Markets for Oracle Corporation, April 2011 8 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    9. 9. Implement Strategy Engineered of Strategy for The of the Global Fortune Finance and Technology 500 get better results with Oracle Leverage Technology Source: Oracle Customer List Compared to Fortune 500 9 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Implement Strategy Leverage Technology
    10. 10. 4G 100% 7:00 AM Monday August 20 2012 7 AM 8 AM Budget Meeting 9 AM 10 AM 11 AM 12 PM Product Profitability Review Prep with Controller for Audit Committee 1 PM Emerging Risks 2 PM 3 PM IT Priorities 4 PM 5 PM Cloud Strategy 6 PM Today 10 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. List Day Month
    11. 11. 4G 100% 7:00 AM Monday August 20 2012 7 AM 8 AM Budget Meeting 9 AM 10 AM 11 AM 12 PM Product Profitability Review Prep with Controller for Audit Committee 1 PM Emerging Risks 2 PM 3 PM IT Priorities 4 PM 5 PM Cloud Strategy 6 PM Today 11 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. List Day Month
    12. 12. 12 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    13. 13. ? ? 13 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. ? Insert Information Protection Policy Classification from Slide 13 ? ? ?
    14. 14. 14 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    15. 15. Disconnected Processes Lead to Inefficiency and Missed Targets Long-Term Planning  Time – cycles take too long, missed opportunities and obsolete plans Treasury Plans M&A  Quality – data integrity, lack of standardization and communication Senior Management  Flexibility – lack of responsiveness to Annual Plan & Forecast changes  Cost – many wasted resources, Headcount Plans FP&A questionable benefits  Process Management – task ownership problem 15 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Departmental Plans Revenue & Cost Models
    16. 16. Market Pressures Demand Effective Performance Management OPERATIONAL ECONOMIC VALUE ADDED (EVA) ANALYZE Processes Are Fragmented PLANNING GOAL SCORECARDS SETTING FINANCIAL MODELING PERFORMANCE MONITOR FINANCIAL VARIANCE REPORTING ANALYSIS Today’s Reality: Management ROLLING RESULTS FORECAST • Lack of business alignment • Low predictability in performance • Inconsistency in business decisions 16 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    17. 17. Challenges in Forecasting How far in advance is your company currently able to produce reliable (i.e. relevant and accurate) financial forecasts? 1 month in advance 12% 3 months in advance 28% 6 months in advance 29% 12 months in advance 20% More than 12 months in advance 5% Not sure 7% 0% Percentage of all respondents 17 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. 40%: 3 months or less 20% 40%
    18. 18. If you ask someone “What IS EPM?” - you might hear… It provides these features! • Integrated = Operational + Finance • Centralized • Uses existing data sources • Built in Workflow, Process Management and Collaboration between planners • Task list wizard • Budget status and Approval process supported • Top down and Bottom up aligned • Alternative hierarchies • Drilling up and down • Driver based planning and cost allocation • Advanced data security 18 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    19. 19. You get these kinds of benefits • Reduce budget preparation and close time by 50-75% • Evaluate 1,000’s scenarios quickly • Advanced data validations and alerts • What If and multidimensional analysis • Rolling forecast • Ad Hoc and integrated reporting • Eliminate 1,000s spreadsheets • MS Office integration 19 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    20. 20. It addresses these kinds of business pains • Lack single, consistent, reliable view of information • Continued reliance on managementby-spreadsheet • Long budgeting and planning cycles – static plans 20 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    21. 21. All these industries use it • Banks • Consumer Goods • Insurance • Communications • Oil & Gas • Retail • Utility • Etc... 21 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    22. 22. But what IS it? 22 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    23. 23. Enterprise Performance Management (EPM) …is a collection of management disciplines and analytic processes that enable the organisation to articulate, monitor and achieve one or more pre-selected goals. Oracle definition 23 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    24. 24. Complete, World-Class EPM – Oracle EPM Common Reporting & Interaction Strategy Management Planning & Forecasting Financial Close Profitability Management Dimension Management and Common Data Sources 24 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    25. 25. Achieve a World Class Planning and Forecasting Process Run models based on key strategies Set targets Long-term strategic plan Annual budget / plan Seed targets to annual operating plan Start annual process Evaluate resource, capital and project requirements Evaluate projects, workforce and capital Update forecast with latest budget and actuals Validate budget / plan Validate budget/ plan through Process Management Assess and Manage Risk 25 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Monthly / rolling forecast Update long-term strategic plan Update strategic plan with latest forecast
    26. 26. Single Centralized Planning & Forecasting Platform Common Reporting & Interaction Predictive Modeling & Simulation Income Statement Balance Sheet Cash Flows Workforce Forward-looking Analytic Engine Validations & Approvals 26 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Capital Assets Projects
    27. 27. Planning Process Predictive Modeling & Simulation Long-Term Financial Planning Workforce Planning Capital Assets Planning Functional Plans Cost Analysis Planning, Budgeting & Forecasting Financial Detail 27 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Operational Detail
    28. 28. Financial Planning Operational Modeling Integrated Impact Analysis Financial Performance Modeling INTEGRATED BUSINESS PLANNING Functional /Operational Planning Financials Oracle and/or its affiliates. All rights reserved. Resources Human Copyright © 2012, 28 CRM SCM Manufacturing
    29. 29. - × $ Budget Process Dashboard Versions All (6) Notifications 6 Pending Budget Requests Approved (3) Working (3) Budget Approval: Submissions (3) East Central Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Budget 5 West 29 Budget 3 Budget 2
    30. 30. Process Budget Manager - × Profitability $ Dashboard $ Dashboard AA 4.95% -5.91% 2.27% -4.45% 1.99% -0.70% 1.61% -0.66% 1.58% -0.32% Top Customers P&L: Largest +/- Versions - × % 2.27% AA2 BB2 BA AX2 AC3 Submit AC to 1.99% 11013 $ 50,000 Q2 1.61 Qtr Account Actuals 1.58 11013 $ 90,000 Q2 Q1 11013 $ 50,000 P&L: Largest +/Bottom 5 Products BB2 -5.91 11013 $ 50,000 Q3 Jul ADV Your FY 11013Budget10has 2012 BA -4.45 Feb Q1cfo@company.com 50,000 $8 GGG AX2 -0.70 Product Profitability been submitted for- approval 7 INTC AC3 -0.66 Mar Q1 11013 70,000 -10 $ MSFT AC -0.32 May B3 Month BX2 Jun Jan Notifications % % % % % % ADV GGG INTC MSFT 10 28 You have -7 new requests -10 OK All (6) 6 Pending Budget Requests % OK Apr Q2 Save May Q2 Comments Approved (3) Working (3) Jun Budget Approval: Submissions (3) Jul Bottom 5 Products Top Customers 4.95 New Budget Submission Form A2 Dashboard Top 5 Products Bottom 5 Products AA BB2 A2 BA AA2 AX2 B3 AC3 BX2 AC Top 5 Products $ - Budget Process × Profitability P&L: Largest +/- -5.91% ADV -4.45% GGG % -0.70 INTC % -0.66 Line Managers MSFT -0.32% East 10 8 11013 $ 90,000 Q3 11013 $ 50,000 Budget 5 West Q2 Budget 3 Central 11013 $ 50,000 Submit Q2 to CFO 11013 $ 50,000 Budget 2 -7 -10 $ - × Budget Manager Process Profitability Top 5 Products Budget Submission Form Top Customers New AA Apr AA2 May Jan B3 Jun Feb Month A2 BX2 4.95% Q22.27% Account 11205 $ 80,000 $Budget 280,000 Qtr Actuals Q2 % 11205 11205 $ Budget has320,000 $ Q11.99% Your FY 2012 90,000 $ 90,000 $ 300,000 cfo@company.com $ 300,000 Q21.61 11205 $ 90,000 Q1 % been submitted for approval 11205 $ 70,000 $ 310,000 1.58 Mar Q1 Bottom 5 Products Apr Q2 BB2 -5.91% Save Q2-4.45% May BA AX2 Jun Q2-0.70% AC3 AC 30 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. -0.66% -0.32% Product Profitability 11205 $ 70,000 OK P&L: Largest +/11205 $ 80,000 ADV 11205 $ CFO Submit Q2 to 90,000 GGG 11205 $ 90,0007 INTC MSFT -10 10 8 $ 90,000 $ 280,000 $ 300,000 $ 300,000
    31. 31. San Francisco Copyright © 2012, Oracle and/or its affiliates. All rights reserved. London Dubai 31 New York Tokyo Rio De Janeiro
    32. 32. R E S CLOSED IN U L T S 32 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    33. 33. Q1 33 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Q2 Q3 Q4
    34. 34. 34 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    35. 35. Sweet night sleep :) 35 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
    36. 36. EPM in the Cloud 36 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

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