Webinar on the reasons for upgrading financial systems, which are often left behind with the focus on customer facing administration and distribution management systems. Yet regulations are forcing companies to look at the benefits of upgrading their financial systems.
Developing End State Vision
Advice and Planning Strategy
Driving a Business Architecture
Provisioning a Portfolio of Projects
eGRC Operation Control
Minimizing Financial Risk
Aggregating Financial Risk
Managing Mainframe Entitlements
Implementing Data Governance
Understanding Data Lineage
Defining Global Customer Strategy
Data Quality in the Banking Industry: Turning Regulatory Compliance into Busi...Precisely
During the last 15 years, regulatory requirements in financial services have grown substantially in order to reduce the risk of global, systemic economic failure. Quality data provided through effective data governance and data quality processes is central to achieving effective compliance reporting. Not only does data quality help ensure accurate reporting, but successful compliance significantly enhances other business decisions which rely on high quality data.
This webinar looks at the ramp up in reporting complexity, how successful compliance is linked to data governance and data quality, and how data quality helps empower financial institutions to make better decisions to increase revenue and decrease expense.
View this webinar on-demand for a discussion on:
• Tracing the background for regulatory reporting and key financial regulations
• Understanding how data quality helps institutions succeed with regulatory reporting compliance
• How regulatory reporting improves data for other business decisions
• How financial institutions leverage Trillium DQ to deliver quality data
Understanding IT Governance and Risk Managementjiricejka
Describes IT Governance Holistic Framework for establishing transparent relation between Business and IT environment.
Describes Governance services and Risk Management Methods
Developing End State Vision
Advice and Planning Strategy
Driving a Business Architecture
Provisioning a Portfolio of Projects
eGRC Operation Control
Minimizing Financial Risk
Aggregating Financial Risk
Managing Mainframe Entitlements
Implementing Data Governance
Understanding Data Lineage
Defining Global Customer Strategy
Data Quality in the Banking Industry: Turning Regulatory Compliance into Busi...Precisely
During the last 15 years, regulatory requirements in financial services have grown substantially in order to reduce the risk of global, systemic economic failure. Quality data provided through effective data governance and data quality processes is central to achieving effective compliance reporting. Not only does data quality help ensure accurate reporting, but successful compliance significantly enhances other business decisions which rely on high quality data.
This webinar looks at the ramp up in reporting complexity, how successful compliance is linked to data governance and data quality, and how data quality helps empower financial institutions to make better decisions to increase revenue and decrease expense.
View this webinar on-demand for a discussion on:
• Tracing the background for regulatory reporting and key financial regulations
• Understanding how data quality helps institutions succeed with regulatory reporting compliance
• How regulatory reporting improves data for other business decisions
• How financial institutions leverage Trillium DQ to deliver quality data
Understanding IT Governance and Risk Managementjiricejka
Describes IT Governance Holistic Framework for establishing transparent relation between Business and IT environment.
Describes Governance services and Risk Management Methods
Information Systems, Organizations and Strategy - Management Information SystemFaHaD .H. NooR
How information systems impact organizations and business firms:
Economic Impacts
Organizational and Behavioural Impacts
The Internet and Organizations
Implications for the Design and Understanding of IS’s
Structured Approach To Implementing Information And Records Management (Idrm)...Alan McSweeney
Provide an overview of a structured approach to analysis, design and specification of Information, Document and Records Management (IDRM) systems
Provide introduction to generic reference models for IDRM that can assist in solution definition
Structured IDRM methodology yields benefits in ensuring appropriate analysis, design and specification is performed ensuring requirements are captured and any solution complies with them:
Consistency
Speed
Drives Delivery
Ensures Acceptance
Increases Productivity
Increases User Confidence
Speed
Accuracy
Provides Audit Trail
Maximises Cost Savings
Risk Management and Reduction
Provides for Change Management
Provides for Formal Project Closure
Standards and reference models (OAIS) provide a mechanism for designing solutions and comparing products from vendors
About pellustro - The cloud-based platform for assessmentsElement22
Pellustro is an innovative platform that provides collective intelligence based on the opinions and expertise of relevant participants from within and beyond your organization.
* Tap the collective insights of staff, colleagues, peers, stakeholders and experts
* Simplifies panel-based evaluation and research
* Results in improved and objectivize business decision-making
Pellustro uniquely integrates the power of community evaluations, sentiments, and expert advice with flexible analytics to derive trend and benchmark based insights and helps organizations support mandatory self assessments, measure alignment of capabilities and perceptions and benchmark over time and against peers.
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
About Element22 - Unlocking The Power Of DataElement22
Element22 is a boutique data management advisory, design and technology solutions firm for the financial services industry. On a daily basis, we work with financial institutions to transfer them into data-driven organizations and meet regulatory requirements, such as BCBS 239.
Susan Middleditch, Deputy Director-General, System Support Services, Queensla...Digital Queensland
On 12 June 2013, Susan Middleditch provided an update on the recently announced Queensland Health transformation program that will lead corporate services into the future across the Hospital and Health Services while delivering on recommendations from the from the Government's Blueprint for better healthcare in Queensland and the recent Commission of Audit.
Connect with us:
www.facebook.com/DigitalEconomyQld
https://twitter.com/DigEconQld
Aegon Americas: Simplifying and optimizing businessAegon
Blake Bostwick, Chief Operations Officer at Transamerica, and David Montgomery, Head of Individual Operations, provide an update on how Aegon is simplifying and optimizing its business in the US.
Information Systems, Organizations and Strategy - Management Information SystemFaHaD .H. NooR
How information systems impact organizations and business firms:
Economic Impacts
Organizational and Behavioural Impacts
The Internet and Organizations
Implications for the Design and Understanding of IS’s
Structured Approach To Implementing Information And Records Management (Idrm)...Alan McSweeney
Provide an overview of a structured approach to analysis, design and specification of Information, Document and Records Management (IDRM) systems
Provide introduction to generic reference models for IDRM that can assist in solution definition
Structured IDRM methodology yields benefits in ensuring appropriate analysis, design and specification is performed ensuring requirements are captured and any solution complies with them:
Consistency
Speed
Drives Delivery
Ensures Acceptance
Increases Productivity
Increases User Confidence
Speed
Accuracy
Provides Audit Trail
Maximises Cost Savings
Risk Management and Reduction
Provides for Change Management
Provides for Formal Project Closure
Standards and reference models (OAIS) provide a mechanism for designing solutions and comparing products from vendors
About pellustro - The cloud-based platform for assessmentsElement22
Pellustro is an innovative platform that provides collective intelligence based on the opinions and expertise of relevant participants from within and beyond your organization.
* Tap the collective insights of staff, colleagues, peers, stakeholders and experts
* Simplifies panel-based evaluation and research
* Results in improved and objectivize business decision-making
Pellustro uniquely integrates the power of community evaluations, sentiments, and expert advice with flexible analytics to derive trend and benchmark based insights and helps organizations support mandatory self assessments, measure alignment of capabilities and perceptions and benchmark over time and against peers.
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
About Element22 - Unlocking The Power Of DataElement22
Element22 is a boutique data management advisory, design and technology solutions firm for the financial services industry. On a daily basis, we work with financial institutions to transfer them into data-driven organizations and meet regulatory requirements, such as BCBS 239.
Susan Middleditch, Deputy Director-General, System Support Services, Queensla...Digital Queensland
On 12 June 2013, Susan Middleditch provided an update on the recently announced Queensland Health transformation program that will lead corporate services into the future across the Hospital and Health Services while delivering on recommendations from the from the Government's Blueprint for better healthcare in Queensland and the recent Commission of Audit.
Connect with us:
www.facebook.com/DigitalEconomyQld
https://twitter.com/DigEconQld
Aegon Americas: Simplifying and optimizing businessAegon
Blake Bostwick, Chief Operations Officer at Transamerica, and David Montgomery, Head of Individual Operations, provide an update on how Aegon is simplifying and optimizing its business in the US.
SI Alliance Marketing - Insurance Analytics Solution WebinarDavid Castro
Go to market joint webinar presenting digital transformation process and impact using insurance analytics. State Auto insurance customer, Deloitte strategic SI and solution development, and Qlik analytics technology. Presented by Qlik. 2016.
Data Governance for EPM Systems with Oracle DRMUS-Analytics
In this training session, data governance guru Greg Briscoe explains how to deploy an enterprise data governance initiative utilizing Oracle's Data Relationship Management (DRM) application.
Presentation delivered by Luis E. Taveras, PhD, Former Senior Vice President, Office of Integration, RWJ Barnabas Health at the marcus evans National Healthcare CIO Summit held in Pasadena CA, March 13-14 2017
In this business analysis training, you will learn Gap Analysis. Topics covered in this session are:
• GAP Analysis
• Basic Process
• Stages
• Feasibility Study
• What is Feasibility Study?
• Why?
• Types
• ROI
• Feasibility Matrix
• Example
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
This presentation was provided by Daniel Calto of Elsevier during the NISO virtual conference, Research Information Systems: The Connections Enabling Collaboration, held on August 16, 2017.
EzyPro has expanded its foot print with the integration of computerized maintenance management system. With this from a compliance and quality management system the scope has expanded to a productivity, problem-solving and efficiency enhancing software as a service
201207 Tech Decisions: 5 Keys to Fast Successful New Deployments.pdfSteven Callahan
Article reviews how to deal with the deluge of new technological options and the aspects of a strategy for quick, high quality implementations of emerging technologies. Based on company success stories, article lays out what will work.
20140826 I&T Webinar_The Proliferation of Data - Finding Meaning Amidst the N...Steven Callahan
Joint presentation with I&T's covering the proliferation of data available to insurance companies today and a high level view of searching for value and leveraging the relevant and useful buried in all of the trivia.
201406 IASA: Analytics Maturity - Unlocking The Business ImpactSteven Callahan
Overview of how experienced insurers are finally unlocking the business value of analytics to strengthen financial results through improved underwriting, better pricing, agent enablement, enhanced risk management, and targeted cost reductions and how analytics maturity and a roadmap increases the odds of success.
20140408 LOMA Life Insurance Conference: STP More Than Just A Tweak To Your O...Steven Callahan
Provides an overview of what may be achieved through the digitalization of new business processing and the implementation of straight-through processing including the digital delivery of life insurance policies.
Reviews the importance of the claims payment process and how that moment of truth can define the competitive advantage of an insurance company. Focus is on how understanding and improving the process of claims payment benefits market share and organic growth.
201005 LOMA CFO Inforum: State of the Insurance IndustrySteven Callahan
Overview of the key drivers and economics influencing the insurance industry in the coming years. Major trends in products, distribution, and service discussed.
201307 Nolan QNL: Game-Changers - Big Data AnalyticsSteven Callahan
How is big data and the use of analytics altering insurance company risk management and operations? What are the key factors to successfully integrating and using the deluge of new information and tools.
201309 LOMA Policyowner Service and Contact Center WorkshopSteven Callahan
Presentation to insurance service leaders on service and contact center opportunities to provide competitive differentiation as well as summary results of a recent short survey on contact center challenges.
201202 Insurance News Network: CIO Stepping Stones to SuccessSteven Callahan
Discussion of the major issues facing CIO's and how they could best enhance their influence on corporate strategic direction and supporting strategies.
Article discussing longer term implications of the current challenges facing the industry and likely structural changes that will occur over time. Technology, talent management, operations and service differentiation are all discussed.
Quick interview discussing most effective way to start leveraging the power available in analytics and big data. Discusses key points on how to successful gain traction integrating analytics into the decision making process.
201204 Nolan QNL: Life and Annuity Industry OutlookSteven Callahan
An abbreviated version of the industry forecast for 2012 pointing out the highlights of key issues, strategies, areas needing focus, and likely structural changes.
201205 Property Casualty 360: TMI is Never BadSteven Callahan
Quoted several times in article on the value of information and how the industry is unlikely to ever get too much. Information is critical so insurance decision making; managing it is becoming far more difficult.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
201308 Insurance And Technology Webinar: Upgrading Financial Systems
1. Presented by:Presented to:
THE NOLAN COMPANY
Why Regulation isn't the
Only Reason to Refresh
Financial Systems
Steven M. Callahan, CMC®, FFSI
August 29, 2013
Practice Director
www.linkedin.com/in/stevencallahan
2. 8 Financial Systems Replacement : August 29, 2013
Overview of Financial Systems Fit with Legacy Upgrades
Table Of Contents
• The Nolan Company
• Webinar Overview
• Environmental Challenges
• Relevant Survey Results
• Implementation Considerations
• Closing Thoughts
3. 9 Financial Systems Replacement : August 29, 2013
Introduction
The Nolan Company
• The Nolan Company is a management consulting firm comprised of highly skilled
and knowledgeable industry experts.
• Celebrating 40th Anniversary serving Insurance, Healthcare and Banking clients.
• Focus is on solving complex operational and technical business challenges.
• Approach is by partnering with clients to bring our industry expertise to client staff.
• Outcomes are improvements in client competitiveness, effectiveness, and
performance that continue long after our involvement ends.
4. 10 Financial Systems Replacement : August 29, 2013
Webinar Overview
Why Regulation isn't the Only Reason to Refresh Financial Systems
Environmental reasons add to functional reasons for new financial systems
• Regulatory and financial pressures are a prime enterprise concern.
• Solvency II, IFRS compliance, and healthcare reform
• Low interest rates and sluggish economy amplify bottom line concerns
Financial systems tend to get minimal attention even though a core enabler
• New systems focus on policy admin, billing, distribution, underwriting and claims
• SMAC (Social media, Mobile, Analytics and Cloud) attract remaining attention
Modern financial systems essential to
• Meeting reporting and compliance mandates from regulators
• Working in a "big data" world with the latest analytic capabilities
• Engaging new markets and diversifying product lines to maintain profitability
5. 11 Financial Systems Replacement : August 29, 2013
PC Claims Severity
Industry Faces Challenging Times
Investments
Regulation
Market Exits
Technological Advances
Competition
Life Insurance Ownership
6. 12 Financial Systems Replacement : August 29, 2013
Decision-making processes and strategic focus changed
‒ Economic conditions limiting portfolio returns
‒ Competitiveness and market saturation challenging organic growth
‒ Cost structures seen as unsustainable, cost management critical
Costs and capital investments heavily scrutinized
‒ Structural changes: outsourcing, consolidation, acquisition, divestiture
‒ Process changes: LEAN, CI, Value Analysis, Process Optimization
‒ Technology: Legacy replacement, Decision and Process Automation
Automating insurance processes driven by
‒ Rapidly advancing technology
‒ Accelerated consumer adoption
Integrated service experience solutions drive
‒ Increased profitability
‒ Improved customer satisfaction
‒ Improved retention
Session OverviewDriving Foundational Changes
7. 13 Financial Systems Replacement : August 29, 2013
With Increasing Technological and Operational Complexity
Broader Generational Diversity Influencing Service Methods
Surge in Social Media Channels
and Data Availability
Five Generations of Consumers, Large New Wave Coming
(% of TotalPopulation)
Increased Ethnic Diversity
Influencing Service Delivery
The Digital Generations
- powerful consumers
8. 14 Financial Systems Replacement : August 29, 2013
Driving an Evolving Service Delivery Model
One Size Fits All
§ Same service for all
segments
§ Over invest in some, under
invest in others
§ One model to manage
across lines and customers
§ Differentiation created at
company level with brand or
channel vs. segment levels
§ Easier to match capabilities,
one target to work with
Individualized Service
§ Segmentation of needs and
value derived
§ Appropriate service
investment in each segment
§ More challenging with sets
of models to manage
§ Differentiation created at
segment levels driven by
service and economic value
§ Harder to replicate by the
competition, people based,
multiple targets
9. 15 Financial Systems Replacement : August 29, 2013
Many Software Options and Needs, Budgets Flat to Down
10. 16 Financial Systems Replacement : August 29, 2013
Service Systems and New Technology Get the Attention
System Deals – Flat to Down but Showing Improvement in 2013
• Many vendors have seen a decline in new deals since 2012
― Processing and document/content management have seen declines
― This despite increased variety of solutions and functional advances
• Despite these overall trends down, two areas have shown actual growth
― Distribution systems that help address multi-channel opportunities and needs
― Infrastructure and financials is the other category showing an uptick
• Fewer deals being cut with existing partners – openness to new vendors
― Breadth of solutions available across the technologies being leveraged
― Increased tendency to wrap legacy with rules engines and web front ends
― Data mastery solutions also key focus (warehousing, analytics, ETL)
11. 17 Financial Systems Replacement : August 29, 2013
Survey Results Give Insight
The Nolan Company’s Executive Survey gives insight into priorities
12. 18 Financial Systems Replacement : August 29, 2013
Survey Results Give Insight
Implementation Success faces many challenges
13. 19 Financial Systems Replacement : August 29, 2013
Survey Comments Provide Depth
A Relevant Insight
“The ability to integrate the use of multiple data sources and types into decision-
making processes ranging from pricing to underwriting to servicing to claims is
essential in today’s competitive environment. Managing the recent dramatic increase
in data diversity is ideally accomplished using next-generation data management
tools, data warehouses and robust analytical tools.”
Takeaways relevant to financial systems:
• Need ability to handle multiple data sources and multiple data types
• Must reach across servicing / transactional systems
• Advanced data management and data warehousing integral
• Importance of analytical reporting tools useable by the business emphasized
Attempting to meet these needs with legacy financial systems increase
costs, complexity, implementation timeline, and the risks of failure.
• Realizing all benefits of a new processing system limited by financial system
14. 20 Financial Systems Replacement : August 29, 2013
The Interface Challenge Alone Is Intimidating
15. 21 Financial Systems Replacement : August 29, 2013
Plugging New Needs into Old Systems = Difficult, Costly
New Regulations
& Process Controls
Reorganize,Recast,
Restructures
Reporting &
Analysis Demands
NewPAS
16. 22 Financial Systems Replacement : August 29, 2013
What to Look for When Considering New Financial System
Financial Reporting Accuracy and Reliability Core to Change
• Market Agility, Financial Accuracy and Regulatory Compliance requires
― Rapidly adaptable chart of accounts to allow expansion on a needs basis
― Transparency of processes with integrated process audit and automation
― Interoperability with other systems on a near plug-and-play basis
― Business defined capabilities and level of detail allowing dynamic adjustment
― Built in analytical functionality that can adjust level of drill-down and detail
― Straightforward reporting mechanisms that do not require specialized expertise
― Environmental simplicity: fit within the standards of today’s data centers
Survey Insight:
“Companies looking to gain competitive advantage must allocate financial and
human resources to replace aging legacy technologies, update skillsets, become
adept with data, and redesign outdated IT management practices.”
17. 23 Financial Systems Replacement : August 29, 2013
Best of Class or Suite Solution?
Reality Leans in Favor of Best In Class
• Suite Solutions (ERP) are built for breadth of function and robustness
― They have to support a wide range of functions to covering multiple industries
― They must handle consistently high volumes of diverse transactions
― Typically built on the original conceptual frame of manufacturing systems
• Best in Class looks to serve a specific focus extremely well
― Typically focused on a particular related family of industries
― Narrow transaction breadth, looking for depth and functionality within industries
― Conceptual frame based on the specific focus of the solution versus a suite
• Often Cost of Integration pointed to for decision basis
― Absent concurrent retirement of legacy systems, interfaces are needed anyway
― Insurance industry development staff have become adept at interfacing
― Usually frame for interfacing exists already due to multiple disparate systems
18. 24 Financial Systems Replacement : August 29, 2013
Lessons Learned
Realizing Benefits of Financial Systems Upgrade can be Challenging
• Often measured in agility, speed to adapt, simplification of reporting
― Usually minor reductions in systems costs as these are generally low cost
― Replacing existing workarounds (e.g., spreadsheets, manual tracking, manual
reports, duplicate reports) can be beneficial but difficult to measure the impact
• Preparing for the process is key
― Conduct a comprehensive scan, inventory, and roadmap of all opportunities
― Map successes against the roadmap, adjusting as needed
• Ask probing questions and push back on answers to ensure thoroughness
― What things can / should be fixed now without any system upgrades?
― What processes / practices need to change as part of the upgrade effort?
― What longer-term changes need to occur to realize the full value once the new
system is in place (people, process, and technology)?
19. 25 Financial Systems Replacement : August 29, 2013
Lessons Learned (continued)
Scope Management and Project Governance is Critical to Success
• These efforts have a way of growing beyond the initial scope
― Starts with the replacement of GL and supporting management reporting
― Which begs the question about Chart of Accounts design and function
― Which leads to questions about level of detailed data stored in the GL
― Followed by questions around the sources of data and where it is stored
― Which leads to how this will impact source data feeder systems
― Followed by questions of replicating / replacing a data warehouse need … etc.
• These efforts can also be scoped too narrowly, delivering minimal value
― Limit to upgrading the GL system only to prevent obsolescence, no redesign
― Risk concerns result in replicating current setup with new technologies
― “Paving the cow path” fails to leverage the functional richness available
20. 26 Financial Systems Replacement : August 29, 2013
Be Forewarned – Implementation Requires Conversion
Gartner: "83% of Data Migration Projects Fail...“
• Poor Project Planning
― Usually Addressed after the system pilot
― Handed off to the Support and Maintenance team
• Legacy Issues
― No documentation and lack of existing knowledge of old systems / interfaces
• Data Quality problems
― Unknown/never addressed
• Lack of Flexibility and Insufficient/Overexuberant Change Control
― PM Waterfall process not appropriate
― Changes happening after data mapping not integrated adequately
• Delay of Functional Testing and Data Validation/Auditing
21. 27 Financial Systems Replacement : August 29, 2013
Overcome the Odds via Thorough Project Management
Establish and Follow a Well-communicated and Planned Process
• Continuous multifunctional stakeholder oversight and participation
― Ensure participation by leadership across key functions
― Broad project participation and awareness, not an “IS” or “Finance” only project
• Solid and realistic estimates of time and effort, no short cuts
― Usually addressed after the system pilot and handed off to maintenance team
― Focus on complexity not volume, fully address data gap and quality
• Thorough data validation plan
― Built up from a data model that fully supports all of the inventoried reports
• Closely managed specifications and data mapping
― Common repository for specifications and layered changes
― Impact reporting on each change
― Traceability between spec and test case validation reports
22. 28 Financial Systems Replacement : August 29, 2013
Overcome the Odds Thorough Project Management
Ensure Disciplined and In-depth Testing and Implementation Plans
• Incorporation of multiple refresh / regression test cycles
― Careful sequencing of data manipulations and transformations
― Clearly documented and verifiable refresh process
― Reconciliation reports for post refresh regressions
• Clearly defined go-live strategy that modularizes risk
― Business operations plan for day 1 / week 1
― Audit process that includes history and lineage
• A data migration strategy fully vetted with cross-functional team of experts
― No documentation and lack of existing knowledge of old systems / interfaces
• Rigorous Data Governance practices and expertise
― Predetermined and communicated data rules, standards and policies
― Pre-established roles and responsibilities including on-going data governance