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Executive Briefing on Oracle’s EPM Strategy and Roadmap

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In this enterprise performance management (EPM) session, Oracle executives Hari Sankar, GVP, Product Management and Matthew Bradley, SVP, Product Development, Business Analytics highlight the company’s vision for the EPM system: unifying enterprise performance management and business intelligence applications with business intelligence technology. Find out what’s new in Oracle’s on-premises and cloud EPM solutions, and what’s coming in the future. Joining Oracle is KPMG discussing EPM emerging themes, cloud-enabled finance transformation, and the value of EPM enabled by Oracle.

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Executive Briefing on Oracle’s EPM Strategy and Roadmap

  1. 1. Enterprise Performance Management Executive Briefing Matt Bradley SVP, Product Development, Oracle October 26, 2015 Presented with
  2. 2. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Safe Harbor Statement The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle. 3
  3. 3. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | EPM Today Reasonable adoption within Finance at larger organizations Spreadsheets still dominate outside Finance Low EPM adoption by mid-size divisions & organizations Cloud is a key enabler of broader EPM adoption Hybrid on-premise & cloud deployments pose new challenges Alignment across LOB, divisional and corporate EPM efforts is a priority 4
  4. 4. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | EPM for every function, not just Finance Easy adoption and Rapid value Flexibility across On-premise & Cloud What Organizations Need…. 5
  5. 5. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Oracle’s Vision EPM for Every Need 6
  6. 6. EXECUTIVE BRIEFING Oracle’s EPM Strategy and Roadmap EPM Perspectives and Trends October 26, 2015
  7. 7. 8© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 WITH YOU TODAY Morris Treadway Global FM and EPM Lead KPMG Management Consulting morris.treadway@kpmg.co.uk Sanjay Sehgal Principal, EPM KPMG Management Consulting sanjaysehgal@kpmg.com
  8. 8. 9© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 AGENDA Not permissible for KPMG audit clients and their affiliates 1 EPM Strategic Perspectives and Transformation 2 EPM Emerging Trends and Themes 3 Value of EPM enabled by Oracle
  9. 9. 10© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 KPMG’s global Oracle capabilities span Tax, Audit, and Advisory 2,000+ Oracle Professionals KPMG global Oracle network by the numbers Oracle Enabled We deliver EPM focused on people, process and technology: ■ Strategy driven ■ Industry focused ■ Technology enabled ■ Deep financial acumen including Risk and Tax ■ People & Change ■ Strategy & Operations ■ Data & Analytics ■ Strategic Alliances KPMG International* $23B In Revenue 155 Countries 162,000 Professionals 8,600 Partners 700+ Offices 1,000+ EPM Professionals 300+ Oracle EPM/BI Professionals We serve clients across the following areas: ■ Audit ■ Tax ■ Advisory * KPMG International (KPMG) is a global network of professional firms providing audit, tax, and advisory services.
  10. 10. 11© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 EPM underpins today’s business strategic priorities ENHANCE CUSTOMER EXPERIENCE OPTIMIZE EARNINGS AND CASH MANAGE RISK GROW THE BUSINESS ACHIEVE OPERATIONAL EXCELLENCE MANAGE REGULATORY COMPLEXITY In a fast-moving business and regulatory environment, a holistic EPM solution enables you to dynamically manage execution of the business strategy and performance— empowering you to act decisively on what matters most to your organization anytime, anywhere. Business-led, Technology enabled
  11. 11. 12© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 Rethinking the concept and scope of EPM is critical In today’s competitive environment, EPM must be business-led and results-oriented to help ensure the value of EPM is sustained across the organization. EPM is an organizational discipline and capability to dynamically drive performance improvement of a business and the delivery of its strategy Dynamic measurement and management of goals and performance Aligned behaviors and actions with strategic objectives Improved business insight and decision making Integrated business and financial planning across all functions and domains Business-led, Technology enabled
  12. 12. 13© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 When done right, EPM delivers… FORWARD-LOOKING MINDSET ► Provides capability to anticipate and predict impact to business outcomes ► Helps enable scenario (what if) analysis based on key drivers, events, and relationships ► Integrates with Sales and Operational Planning including demand forecasting FINANCE OPTIMIZATION ► Helps enable Finance to become a more dynamic business partner across the enterprise ► Improves speed, relevance, and access of performance reporting and analysis (insight) ► Improves Integrated Business and Financial Planning alignment and value with common KPIs, metrics, driver-based analysis, and predictive capabilities MANAGEMENT ENABLEMENT ► Addresses Management’s questions that cannot be answered today ► Integrates data and information to address key questions ► Improves speed and access (mobility) to information ► Provides improved visualization, exception analysis, and analytic capabilities Value is realized through the execution of plans, and decisions, or actions that impact enterprise performance (e.g., pricing, product and customer strategies, channel optimization, cost reduction, production and inventory planning, etc.) A strategic mindset focused on the user experience and cultural aspects is needed to truly realize sustainable value
  13. 13. 14© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 The CFO’s greatest opportunity is performance/growth KPMG and Forbes Insights: The View from the Top: CEOs see a powerful future for the CFO. Are CFOs ready for the challenge? Where do you see the CFO’s greatest opportunity to contribute to or impact the value of the organization? 58% Performance/Growth 12% Governance 10% Control 11% Efficiency/Value 9% Innovation 12% 10% 11% 9% 58% Data and analytics will increasingly drive strategy and profits Applying financial data to achieve profitable growth is the greatest strategic value a CFO can bring to an organization, say 85% of the CEOs of top-performing organizations. “CFOs need to be more well-rounded, multidiscipline leaders with a strong line of thinking around business growth and shareholder returns.” —Tiak Koon Loh CEO of Pactera Source: 2015 KPMG Global CEO Survey, “The View from the Top”
  14. 14. 15© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 If CFOs want to become CEOs, they will have to strengthen their leadership skills, broaden their focus—most importantly– overcome their lack of experience outside of finance Sample of Key Findings CEOs have set a high bar for CFOs Sixty percent of the surveyed CEOs from high-performing organizations believe that the CFO's role will increase in significance over the next three years. 60% IMPORTANCE OF CFO ROLE Technology will be a make-or- break for CFOs Sixty-three percent of CEOs from high-performing organizations believe that technology will have the greatest effect on the future role of the CFO. 63% EFFECT OF TECHNOLOGY CEOs value growth-oriented initiatives Big-picture thinking and a strategic approach are the most important attributes for a CFO, say 49 percent. 49% FOCUS ON GROWTH CFOs need to approach the regulatory burden as an opportunity CEOs named the regulatory environment as the external factor that will most influence the future role of the CFO; 61% see regulation as an opportunity to derive competitive advantage. 61% REGULATION AS OPPORTUNITY Source: 2015 KPMG Global CEO Survey, “The View from the Top”
  15. 15. 16© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 Key EPM Trends 1 4 2 5 3 EPM is a CEO-level issue that impacts the entire organization and can help propel a company to a new level, resulting in a competitive advantage. EPM is not simply a Finance activity nor just a technology initiative. Clouds in the Forecast serious for SaaS Data & Analytics get predictive User Experience age of the consumer Changing Workforce targeting talent/millennial impact Collaboration integrate and improve
  16. 16. 17© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 Cloud-enabled Finance Transformation ALIGNS BUSINESS FUNCTIONS HIGHER CERTAINTY OF OUTCOME LOWER RISK ACCELERATED IMPLEMENTATION SERVICE DELIVERY OPTIONS GOVERNANCE MODEL DATA AND REPORTING MODEL PRE-CONFIGURED APPLICATION ACCELERATED DELIVERY MODEL FOCUS ON BUSINESS VALUE INTEGRATED SERVICES FULLY INTEGRATED ON THECLOUD INDUSTRY INSIGHT WHAT ARE THE BENEFITS? HOW IS IT DIFFERENT? WHAT IS IT?OPTIMIZED PROCESS ROLE DEFINITIONS LOWER COST KPMG Powered Enterprise
  17. 17. 18© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 Making Data Tangible – Energizing the user to take action KPMG MOBILE PERFORMANCE TRACKING IMPROVED VISUALIZATION WITH THE RIGHT ACCESS… Web and mobile solutions for customers and internal employees Understanding the problem/opportunity and translating it into pixels on glass Agile, yet disciplined, methodology for design, development, and deployment Supporting business outcomes by driving new behaviors via digital systems
  18. 18. 19© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 Realized through an IBP Center of Excellence (COE) Collaboration is Critical Integrated Business Planning (IBP) aligns strategic planning, finance, supply chain, sales, marketing and product development into a unified planning operating model to make proactive business tradeoff and improvement decisions. By achieving three primary objectives: Integrate strategic, finance, sales, product and operations planning activities. INTEGRATE PLANNING ACTIVITIES Increase shared understanding of key business drivers. Optimize business decisions for improved financial and operational performance. UNDERSTAND KEY BUSINESS DRIVERS IMPROVE BUSINESS DECISIONS Strategy Finance Marketing Product Dev Sales Supply Chain
  19. 19. 20© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 Millennials have a greater impact $$$ 25% of the buying group population and over 19% consumption $1.1 Trillion Student Loan Debt 78% prefer to spend on experiences over things Delaying household formation 2 Million more are living with their parents (2007 versus 2013) 25% of the population American millennials>80M percent of workforce2014 50% 36% 2020 By 2025, millennials will account for 46% of the buying group population and over 41% consumption (~$2.9 Trillion)
  20. 20. 21© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 Sustainable EPM: Managing Talent in this “New” World Nearly all CEOs say that nothing is more important than attracting and retaining top-notch finance talent, but many also believe their CFOs lack effective people skills. Clearly, most CEOs believe their CFOs can and should do a better job of managing talent. CFOs are lacking on people skills The survey revealed that 97% of CEOs say that talent management is the most or equally important factor in improving the finance function, yet only 33% give their CFOs a passing grade in talent management. 97% IMPORTANCE OF TALENT MANAGEMENT 33% GOOD JOB AT TALENT “The traditional career path of starting in a transactional role and progressing through the ranks no longer works.” —Mark Spears Global Head of People & Change and Global HR COE Leader CHALLENGES: • Attracting and developing talent in the new millennial world • Cultivating and retaining talent with the right analytic and digital skills • Improving business knowledge of the staff to partner with operations Source: 2015 KPMG Global CEO Survey, “The View from the Top”
  21. 21. 22© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 Triggers: Why companies buy EPM solutions Agility Continuous disruption requires dynamic business strategies and operating models that drive profitability 43 5 1 2Insight Critical to have the data, intelligence, skills and empowerment to act on information Outdated and inflexible. 76% of CFOs surveyed view the migration of Finance systems to the Cloud as a near-term objective (within the next 18 months)1 Efficiency Manual / spreadsheet based processes that lack ‘one version of the truth’ and collaboration across functional areas Regulation Increasing County and Industry regulatory complexity, including new data privacy and security regulations Legacy Systems 1 Source: KPMG International’s Global Cloud survey: the implementation challenge
  22. 22. 23© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 ASSESS THE RESULTS  Analytics (descriptive and predictive) and root cause analysis beyond standard financial data, including marketing, sales, procurement, and other functional areas  Use of data scientists to identify new analysis techniques, mine data, and report insights REPORT THE BUSINESS  Dynamic cross-functional reporting connecting financial results to operational drivers  Delivered via smart and mobile devices  Graphical and interactive with self-service capability PLAN THE BUSINESS  Integrated business planning linking overall business strategy, sales, operations, finance, and resource allocation  Forward-looking forecasts beyond the current fiscal year  Driver-based planning with correlation and cause-effect analysis Moving beyond Finance with integrated leading practices and technologies addresses these needs KPMG’s EPM FRAMEWORK 4 ARTICULATE THE STRATEGY  Analysis and insights as inputs into business strategy development  A global set of connected, common and cascading performance measures  Clearly defined linkage among strategy, plan, forecast, and actuals across functions ADDRESS THE GAPS  Sophisticated scenario analysis utilized to identify actions and plans to address gaps between the plan versus actual that optimize enterprise performance  Corrective action modelling and adjusting strategies, plans, forecasts, and actions 3 2 5 1
  23. 23. 24© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 380984 Technology is rapidly changing the EPM landscape New entrants/changes in technology platforms are rapidly lowering the total cost of ownership. Disruptive technologies are forcing a change in the philosophy around how EPM can be enabled. Technology capability (e.g. in-memory processing) is providing analytical capability not seen before. Companies are increasingly investing in technology as infrastructure becomes more robust and cheaper. Big data is providing organizations with the opportunity to understand its customers/ competitors more rapidly and thus seek out competitive advantage or respond to the market rapidly. Applications are becoming easier to configure/manage. Cloud-enabled EPM services are providing structured upgrade paths around the applications, which is helping to avoid costly point-in-time major upgrades. Oracle BI Foundation Common Administration Services Strategy Management Financial Close and Reporting Planning and Forecasting Profitability Management Oracle’s EPM Cloud with proven Hyperion EPM applications helps to enable these needs
  24. 24. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Oracle’s Vision EPM for Every Need 25
  25. 25. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | How Do We Get There? EMPOWER EVERY FUNCTION WITH EPM ENABLE ADOPTION AND VALUE WITH CLOUD PROVIDE FLEXIBLE CHOICES: ON-PREMISES & CLOUD 26
  26. 26. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. |Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Empower Every Function with EPM 27
  27. 27. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Fact-Based Planning and Informed Decision Making Every Function Needs EPM SALES MARKETING HUMAN RESOURCES OPERATIONS SERVICE Revenue Planning Territory Planning Compensation Planning Sales Performance Reports Promotions Planning Media Mix Planning Product Lifecycle Planning Marketing Briefs Workforce Planning Payroll Planning Position-based Budgeting HR Briefing Books Demand Planning Sales & Operations Planning Product Profitability Analysis Operations Review Reports Call Center Planning Resource Planning Service Revenue Planning Service Performance Reports 28
  28. 28. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Develop agile planning processes in every function and respond effectively to business change Connect and align operational planning processes with financial planning Create a culture of fact-based planning across the entire organization New Planning Imperative Fact-based Planning, Aligned Across the Enterprise 29
  29. 29. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Combine System-of-record Data with Rich Narrative Text to capture the full story Tap into the wisdom across the entire organization through secure collaboration Address the needs of Management Reporting and External Disclosures New Reporting Imperative Narrative Reporting for Informed Decisions in Every Function 30
  30. 30. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Targeted Innovations to Address Every Need Enabling EPM for Every Function Pervasive Access • Simple, Intuitive, Interactive • EPM on every device Cross-functional Alignment • Agile, Configurable, Extensible • Collaboration Interactive Response • Instant calculations and aggregation • Speed-of-thought scenarios Proven Scalability • Granular data and models • 1000’s of users 31
  31. 31. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Sales Planning Demonstration 32
  32. 32. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. |Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Enable Adoption and Value with Cloud 33
  33. 33. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Customers See the Benefits of Cloud Source: Oracle 2015 Top Trends Research 34
  34. 34. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Oracle Planning and Budgeting Cloud Service Planning in the Cloud. Simple. Fast. Proven. First-in-Class Functionality Flexible Deployment Fast Adoption 35
  35. 35. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Easy Adoption. Rapid Value. Best-in-class Planning: Any Industry. Any Size. Built on over 15 years of Product Innovation Launched: February 14, 2014 Clients across industries Financial Services, Higher Ed, Consumer Goods, Retail, Services, High Tech, Public Sector 700+ Customers to date 50000+ End Users and growing! Available and Supported Globally 24 X 7 X 365 36
  36. 36. Oracle Applications: Current Release and Roadmap Oracle EPM Cloud Planning and Budgeting • Enhanced user experience: Enhanced interactivity, Excel type grid capabilities, Built-in reports • Operational planning related enhancements: Instant calculations & aggregations, Enhanced sandboxing, Excel like formulas, Valid combinations etc. • REST web service for external integration • IP white/black listing Enterprise Performance Reporting • PowerPoint Report Packages • Web Viewer enhancements and publishing formats • Smart View Home Panel Planning and Budgeting • Customizable navigation by roles, Write-back enabled dashboards, Attributes as a separate dimension, Advanced member function support • Web based FR Studio & new charting engine • Action framework using Groovy scripting • New Cloud Service: Enterprise Planning and Budgeting Includes pre-built planning modules: • Workforce Planning, Capital Asset Planning, Project Financial Planning, Financial Statement Planning: Revenue, Expense, Balance Sheet, Cash Flow Enterprise Performance Reporting • Supplemental Doclets, Embedded Excel support, Version Compare, Variables New Cloud Service: Account Reconciliation • Address the global reconciliation process with complete lifecycle support including: • Verifications, tracking of assignments, managing preparation and review, minimizing risk and optimizing the process New Cloud Service: Essbase • Essbase platform for custom analytic applications Planning and Budgeting • Driver based predictive planning, Long range planning models & goal seek, Forecast simulation & optimization Enterprise Performance Reporting • Enhanced collaboration & workflow, New tools for management reporting Account Reconciliation • Enhanced filtering, Saved views, Conversations New Cloud Service: Financial Consolidation and Close • Core Management and Legal Entity consolidation functionality • Standard intercompany eliminations, currency translations and FX adjustment calculations • Out of the box calculations, hierarchies and reports for quick deployment • Built-in task orchestration for close process management • Flexible, robust user owned reporting Essbase Cloud Service • Scenario Management and Sandboxing • Data source integration with DBaaS, Query access from BICS and DVCS, API access for external applications • Database design templates Current Release October 2015 Current Release +1 Current Release +2 Planning and Budgeting • Certified REST integration for external adapters • Enhanced integration with Oracle cloud services: OSN, Documents, Big Data Enterprise Performance Reporting • Regulatory Reporting framework: taxonomy mgmt., tagging, validation, and filing • Enhanced dimensional analysis Account Reconciliation • Transaction Matching Financial Consolidation and Close • Statutory Reporting with complex intercompany eliminations and ownership • Flexible user-defined calculations & currency • Custom intercompany matching report with automatic journal adjustment Essbase Cloud Service • Support for remote partitions New Cloud Services • Profitability and Cost Management Cloud Service • Tax Provision and Reporting Cloud Service • Dimension Management Cloud Service Future Directions Post 12 month planning cycle The above is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle Corporation. 10/20/2015 Restricted to event use only. Copyright © 2015 Oracle and/or its affiliates. All rights reserved
  37. 37. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Enterprise Planning and Budgeting Best-in-class Functionality, Rapid Deployment Demonstration 38
  38. 38. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. |Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | On-Premises & Cloud: Your Choice
  39. 39. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | On-premises or Cloud: One Size Does Not Fit All Business Unit 2 Detailed Planning EPM On-Premise Applications Corporate Forecasting Corporate Expense Planning Financial Consolidation Business Unit 1 Financial Planning Narrative Reporting Performance Briefs Corporate FP&A Planning App Divisional Planning app #1 Divisional Planning app #2 Corporate FP&A Planning App Divisional Planning app #1 Divisional Planning app #1 40
  40. 40. Oracle Applications: Current Release and Roadmap EPM Applications: On-premise Hyperion Planning • Spreadsheet like Interactivity with larger data sets • Member on the fly • Predictive planning enhancements Hyperion Financial Management • HFM on Exalytics (Solaris and Linux) • Significant performance improvements • Simplified Deployment architecture • Optimized user interface FDMEE • Data sync between EPM apps, Migration utility from FDM FCM • Prebuilt reports for ARM and CM, Custom Report writer, Supplemental data collection Hyperion Tax Provision • Smart View-based Maintenance Wizard, Statutory Balance Sheet Approach (IFRS), Current tax Payable Analysis, Country-by- Country template, Loss/Credit Automation Data Relationship Management • PBCS integration, DRG enhancements, DRG mobile approvals Profitability & Cost Management • New Ledger model type for expanded coverage of management reporting, Parallel calculation improvements for performance • Operational Transfer Pricing solution Release 11.1.2.4 Hyperion Planning • Enhanced user experience: User Interface enhancements, Valid Combinations, Excel Type Grid capabilities • Sandboxing, Excel based grids with formula and formats, Write back enabled dashboards, Integrated Real Time Reporting, Advanced member function support Hyperion Financial Management • Insights and Rules Profiling, Web based metadata editor, Copy Application Utility • Enhanced visualizations: Forms /Grids as charts • Smart View based Journal module FDMEE • Hybrid deployments, Universal data adapter, DRM integration FCM • Archiving , Updated rules configuration, Cloud migrations utility Hyperion Tax Provision • Mergers & Acquisitions, Valuation Allowance Automation, FIN48 Set of Books, additional reports Data Relationship Management • DRM Analytics: pre-built dashboards and reports • Integrations: Financials Cloud, EPBCS, FDMEE Profitability & Cost Management • Built-in analytics, FCM integration, Performance enhancements Financial Reporting • Web based FR Studio & new charting engine What’s Next 0-12 month planning cycle Hyperion Planning • Enhanced User Experience: Build from scratch dashboards, Charts and conditional formats from Excel • Predict model drivers, Web based predictive planning, Forecast Simulation and Optimization, Models built from user’s Excel templates Hyperion Financial Management • Real time consolidations • Expanded impact analysis for Journals • Archiving of audit tables • Updated intercompany and journal reporting FDMEE • Cloud to cloud integrations, Support for all new EPM cloud apps, Loading text & security for cloud apps FCM • Transaction matching Hyperion Tax Provision • Upgrade automation enhancements, Apportionment calculation Data Relationship Management • Integrations: FCCS, BICS • DRM Analytics: additional reports & dashboards EPM Common Infrastructure • Adoption of FMW 12c, including platform certifications • EPM common repository simplification Future Directions Post 12 month planning cycle The above is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle Corporation. 10/20/2015 Restricted to event use only. Copyright © 2015 Oracle and/or its affiliates. All rights reserved
  41. 41. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Hyperion Financial Management: Innovation Continues Demonstration 42
  42. 42. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Cloud & On-premise: Provide Flexible Choices Innovation and Investments across Cloud and On-premise Allow customers to adopt EPM Cloud at their own pace Provide consistency and portability to enable flexible deployment choices 43
  43. 43. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | Key EPM Sessions Session ID Title When Location CON9530 Oracle EPM in the Cloud: Strategy and Roadmap Tues, 10/27 @ 5:15pm Moscone West - 3018 CON9531 Oracle EPM On Premises and Cloud: Taking a Hybrid Approach Wed, 10/28 @ 4:15pm Moscone West - 3018 CON9529 New: Oracle Planning and Budgeting Cloud Service Enterprise Edition Wed, 10/28 @ 11am Moscone West - 3018 CON7031 What’s New and What’s Coming: Financial Close in the Cloud Wed, 10/28 @ 11am Moscone West - 3020 CON9513 What’s New & What’s Coming: Oracle Hyperion Financial Close Suite Wed, 10/28 @ 12:15pm Moscone West - 3020 CON9525 Upgrading to Oracle Hyperion Enterprise Performance Management 11.1.2.4 Thurs, 10/29 @ 12:00pm Moscone West - 3018
  44. 44. Copyright © 2015, Oracle and/or its affiliates. All rights reserved. | 45

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