The finance team at Independence Blue Cross transitioned from a traditional scorekeeping role to a strategic partner by implementing key performance indicators (KPIs). They worked with business leaders to map out strategic roadmaps and identify KPIs beyond traditional cost drivers. This included understanding how customer service, talent management, and technology impact strategic and financial goals. The finance team then used the strategic driver models to engage in scenario planning and create meaningful budgets that balanced service levels and costs. This partnership approach provided greater insights and allowed for more proactive decision making.
PP AVCN : What benefits can a trong accounting profession bring to developing...Han Nguyen
A strong accounting profession can be defined as a statutory professional body that manages accounting fields through education and certification programs. Developing strong accounting professions can benefit developing countries in several ways. It can help integrate their markets into the global economy, improve corporate governance and financial transparency, and support the development of local capital markets. However, many developing countries still face challenges in fully establishing strong accounting professions, such as outdated accounting standards, incomplete regulatory systems, weak auditing firms, and accounting practices that prioritize tax avoidance over accuracy and transparency. Fully realizing the economic benefits requires continued efforts to modernize standards, strengthen oversight, and promote the accounting profession.
The document discusses the CFO's mandate for treasury to provide reliable and timely cash forecasting. It outlines treasury's opportunity to become a strategic partner by focusing on gaps like a lack of governance and performance issues. Improving cash forecasting maturity can provide ROI through better decision making and productivity gains. Not changing risks liquidity issues and losing the chance for treasury to contribute more strategically. A demonstration of best practices in cash forecasting is then provided.
Cenveo implemented Kyriba's treasury management platform to digitally transform its liquidity management processes. This improved Cenveo's cash forecasting accuracy from 65-70% to 95% and reduced the time spent on cash management and payments from over 100 hours per week to under 30 hours. It also increased visibility and standardized workflows. Cenveo now has real-time liquidity visibility and a strategic treasury function compared to previously disparate and manual processes. The transformation allowed Cenveo to pursue strategic initiatives and improve its business partnerships.
The document discusses cash visibility and forecasting solutions from Kyriba. It describes how pre-digitalization, companies had manual processes with no consolidated visibility of transactions and inflexible forecasting. It then outlines Kyriba's implementation process for Kelkoo, including establishing a corporate structure in Kyriba, managing bank connectivity, providing real-time visibility of cash positions and capabilities for short, medium, and long-term forecasting. The implementation was completed remotely. The document concludes that post-implementation, Kelkoo achieved full cash visibility, advanced forecasting and automated processes through Kyriba's SaaS solution.
Interactive Roundtable: Visibility into Cash & Liquidity ManagementKyriba Corporation
What are the best practices for improving visibility into cash and liquidity management? The experts at Erie Insurance and OpenText will lead an interactive roundtable to explore what successful companies are doing to increase the timeliness and accuracy of their reporting.
This document discusses Kyriba's client experience programs. It has three main components: client satisfaction, professional services for implementation and training, and client support. Kyriba conducts surveys to measure client satisfaction across different areas. Professional services helps with initial implementations and additional training. Client support provides multi-tier support offerings through various channels. The document also outlines Kyriba's initiatives in 2018 to improve documentation, partner engagement, and a new budget to value calculator tool.
Interactive Roundtable: A Day in the Life of Treasury ManagementKyriba Corporation
What is the day in the life of a treasurer after deploying a treasury management system? Customer experts from Finning and Federal-Mogul detail what life is like for them at their respective companies, and how they have used technology to optimize their work flows and increase efficiency.
The document discusses how companies eventually outgrow using Excel for cash and risk management as their needs grow in terms of visibility, productivity, and standardized controls. It provides examples of how a treasury management system like Kyriba can help improve visibility into cash flows, increase productivity by automating tasks and integrating data from multiple sources, and standardize controls across payment processes, geographies, and users to prevent fraud. Kyriba is positioned as a cloud-based platform that large corporations use to manage their cash and risk more effectively than spreadsheets alone.
PP AVCN : What benefits can a trong accounting profession bring to developing...Han Nguyen
A strong accounting profession can be defined as a statutory professional body that manages accounting fields through education and certification programs. Developing strong accounting professions can benefit developing countries in several ways. It can help integrate their markets into the global economy, improve corporate governance and financial transparency, and support the development of local capital markets. However, many developing countries still face challenges in fully establishing strong accounting professions, such as outdated accounting standards, incomplete regulatory systems, weak auditing firms, and accounting practices that prioritize tax avoidance over accuracy and transparency. Fully realizing the economic benefits requires continued efforts to modernize standards, strengthen oversight, and promote the accounting profession.
The document discusses the CFO's mandate for treasury to provide reliable and timely cash forecasting. It outlines treasury's opportunity to become a strategic partner by focusing on gaps like a lack of governance and performance issues. Improving cash forecasting maturity can provide ROI through better decision making and productivity gains. Not changing risks liquidity issues and losing the chance for treasury to contribute more strategically. A demonstration of best practices in cash forecasting is then provided.
Cenveo implemented Kyriba's treasury management platform to digitally transform its liquidity management processes. This improved Cenveo's cash forecasting accuracy from 65-70% to 95% and reduced the time spent on cash management and payments from over 100 hours per week to under 30 hours. It also increased visibility and standardized workflows. Cenveo now has real-time liquidity visibility and a strategic treasury function compared to previously disparate and manual processes. The transformation allowed Cenveo to pursue strategic initiatives and improve its business partnerships.
The document discusses cash visibility and forecasting solutions from Kyriba. It describes how pre-digitalization, companies had manual processes with no consolidated visibility of transactions and inflexible forecasting. It then outlines Kyriba's implementation process for Kelkoo, including establishing a corporate structure in Kyriba, managing bank connectivity, providing real-time visibility of cash positions and capabilities for short, medium, and long-term forecasting. The implementation was completed remotely. The document concludes that post-implementation, Kelkoo achieved full cash visibility, advanced forecasting and automated processes through Kyriba's SaaS solution.
Interactive Roundtable: Visibility into Cash & Liquidity ManagementKyriba Corporation
What are the best practices for improving visibility into cash and liquidity management? The experts at Erie Insurance and OpenText will lead an interactive roundtable to explore what successful companies are doing to increase the timeliness and accuracy of their reporting.
This document discusses Kyriba's client experience programs. It has three main components: client satisfaction, professional services for implementation and training, and client support. Kyriba conducts surveys to measure client satisfaction across different areas. Professional services helps with initial implementations and additional training. Client support provides multi-tier support offerings through various channels. The document also outlines Kyriba's initiatives in 2018 to improve documentation, partner engagement, and a new budget to value calculator tool.
Interactive Roundtable: A Day in the Life of Treasury ManagementKyriba Corporation
What is the day in the life of a treasurer after deploying a treasury management system? Customer experts from Finning and Federal-Mogul detail what life is like for them at their respective companies, and how they have used technology to optimize their work flows and increase efficiency.
The document discusses how companies eventually outgrow using Excel for cash and risk management as their needs grow in terms of visibility, productivity, and standardized controls. It provides examples of how a treasury management system like Kyriba can help improve visibility into cash flows, increase productivity by automating tasks and integrating data from multiple sources, and standardize controls across payment processes, geographies, and users to prevent fraud. Kyriba is positioned as a cloud-based platform that large corporations use to manage their cash and risk more effectively than spreadsheets alone.
This document lists various management consulting services including:
- Mergers and acquisitions support such as planning, due diligence, integration, and accounting.
- Finance transformation services like IFRS implementation, process improvement, and regulatory compliance.
- Services for the CFO office including business modeling, capital planning, financial reporting, and governance.
An introduction to AmplioGroup's offerings.
AmplioGroup is a specialized boutique consultancy focused on excellence in working capital performance (order-to-cash and procure-to-pay).
With 20 years of global experience, AmplioGroup’s practitioners have assisted over 700 clients to generate more than $35 Billion in cash flow improvement.
Our expertise is global in reach – we have extensive experience in all the key industrialized nations and all the major business and industrial segments.
Our approach is data and metrics driven yet with deep focus on the people in the O2C and P2P processes. Practical skills sets, knowledge bases and communication capabilities drive working capital performance and we empower process stakeholders through augmented abilities and ongoing results measurement.
We believe that optimized cash performance and effectively managed customer satisfaction go hand in hand. Our approach enhances both performance and satisfaction.
This document outlines an integrated wholesale and retail financing solution that maps manufacturers to dealers, allows manufacturers to set dealer limits, and maps assets. It includes portals for manufacturers, dealers, and financers to manage limits, ledgers, master agreements, and notifications. Key components are interest calculations, discounting, payment processing, and delay charge computation across the wholesale and retail financing lines of business.
The document summarizes a presentation about Binary Stream's Property Management solution for Dynamics GP. It introduces the three presenters - Aidan McCrea, Justin Macool, and Don Ramsay. The presentation then provides an overview of the Property Management solution, including its capabilities for lease management, billing, allocation, reporting, customer and property manager portals, and regulatory compliance. It also discusses sales strategies like differentiating the solution, identifying key industries, and marketing tools available from Binary Stream.
Hilton Grand Vacations’ Playbook for Oracle Migrations for Treasury and ITKyriba Corporation
This document summarizes a webinar about Hilton Grand Vacations' migration from its existing ERP system to Oracle Cloud. It discusses the stakeholders involved, including accounting, finance, treasury, IT, and Kyriba's professional services team. The migration includes implementing Oracle Cloud for accounting, cash accounting, payments, and treasury functions like connectivity, cash positioning and payments. The webinar covered benefits of using Kyriba's payment format library and bank connectivity services during the migration to simplify formatting payments and connecting to banks. It concluded with a Q&A section.
Sreekanth Gopinath has over 11 years of experience in accounts payable. He currently manages the accounts payable function for Barclays Bank in Dubai, where he oversees invoice processing, expense reports, vendor management, and financial reporting. Previously, he worked as an accounts payable manager and credit analyst. He has skills in SAP, financial analysis, and building strong vendor relationships.
This webinar was part of a series hosted by Jitasa, a Sidekick Solutions partner. Jitasa is an outsourced accounting and bookkeeping firm focused exclusively on not-for-profits.
In nonprofit organizations, it is common for a donor management CRM to a primary application in its tech stack, but it likely isn't the only app an organization uses day-to-day.
You might be using other apps for:
Fundraising
Email marketing
eCommerce
Accounting
Event management
Major gift cultivation and pipline
Emails and calendars
Tasks and to-dos
Reporting and analytics
…or other apps, possibly even a combination of many apps
Instead of spending hours each month manually entering data between two or more systems or running tedious spreadsheet imports, let Zapier automation do the work for you. Zapier is an automation platform that connects to 4,000+ other apps and offers an all-in-one integration platform for automating your day to day workflows.
During this webinar, you will learn:
- Common automation opportunities for nonprofits
- How to approach full-system automation
- Examples of nonprofit automations
- Why it is important to adopt a continuous improvement model for automation
About Sidekick Solutions
Sidekick Solutions is a software consulting and development firm specializing in Social Solutions Apricot™ software (case management software), Blackbaud® eTapestry®, Bloomerang, and NeonCRM (donor database software). We help nonprofit and public sector organizations set up, streamline, and make the most of their software with a range of professional services for implementation, reporting, data migration, system integration/automation, and database audit/cleanup. In short, we help those doing good, do even more towards greater impact in their communities.
RECONNECT 2014, Oracle Financial Close Management: Streamline Your Close ProcessRJ Linehan
Organizations today face a constant stream of requirements and regulations that add complexity and change to their period-end close processes. Add to that reality a manually-driven approach to ‘closing the books’ and it is not surprising that organizations recognize the value of adopting a tool that can efficiently manage all of their financial close cycles. This presentation will make a case for embracing a unified financial close strategy that incorporates Oracle Hyperion Financial Close Management.
Objectives:
• Demonstrate the benefits of an optimized close process
• Reveal the advantages of increased collaboration
• Exhibit the improvements in user productivity
• Illustrate the value of improved transparency and compliance
• Demonstrate the assurance of reconciliation accuracy
The Real Costs of Bank Connectivity during SAP S/4HANA MigrationsKyriba Corporation
The document discusses the challenges of bank connectivity during SAP S/4HANA migrations, and how Kyriba's Payment Network provides an alternative. It notes that building individual bank connections is difficult, costly, and a bottleneck for IT departments. Kyriba's solution offers connectivity as a service to thousands of banks, reducing implementation time from 8-10 weeks to 4-6 weeks compared to building connections directly. The Payment Network also handles payment fraud management, provides pre-built payment formats, and monitors bank files, freeing up resources.
Cobalt is a software platform that provides analytics tools to help private equity firms with fundraising. It allows users to upload fund performance data and track records to analyze key metrics like IRR, MOIC, and cash flows. The platform automates common analyses like PME calculations and J-Curve visualizations. It also provides projected fundraising data and daily FX rates. Cobalt aims to break down barriers between firms' data and its usefulness in driving profitability during fundraising. Existing clients praise how intuitive and next-generation the platform is compared to manually formatting in Excel.
This document summarizes the roles and services provided by IBM's Global Business Services division for finance and planning. It offers two main consulting services: core consulting focused on business analytics and customer relationship management; and application services for managing clients' application portfolios. The finance and planning team's roles include reporting financial positions, forecasting cash flow, supporting contract management, and providing financial advisory. The team aims for a 50/50 split between local and center employees to balance proximity to clients with efficiency through centralization.
The Construction Industry Training Board (CITB) must keep a register of employers that are entirely or primarily engaged within the construction industry. Once a company is registered, it is legally required to file annual Levy Returns wherein it must provide details of wage bills for the assessment of levy liability.
This document discusses Business Intelligence (BI) solutions for asset management companies provided by Robust Designs. It summarizes their BI product CUBOT, which has over 40 customers. CUBOT provides dashboards, reports, visualizations and modules tailored for asset management companies, including sales management, financial analysis, risk management, and loyalty programs. It also discusses integrating CUBOT with other systems like CRM and providing analytics on products, marketing, sales and customers.
NetSol Technologies, Inc. (Nasdaq: NTWK) is a worldwide provider of IT and enterprise software solutions primarily serving the global leasing and financing industry. The Company’s suite of applications are backed by 40 years of domain expertise and supported by a committed team of more than 1000 professionals placed in eight strategically located support and delivery centers throughout the world.
The document summarizes key aspects of the new revenue recognition standard, ASC 606. It provides an overview of the core principle of ASC 606, which is that an entity should recognize revenue to reflect the transfer of goods or services to customers in an amount that reflects the consideration the entity expects to receive. It then discusses some of the major changes introduced by ASC 606, such as additional judgment required, the five-step model for revenue recognition, and new disclosure requirements. It also covers the effective dates for public and private companies and allows for early adoption.
E-Procurement – Creating a Compelling Business Case for GrowthSAP Ariba
As you explore whether e-procurement will help your business, the first step is to create a business case to ensure success in your selection of a technology partner. Join Ingersol Rand as they share their story and expertise on how they began the journey.
Learn more about Ariba LIVE at http://spr.ly/LIVE2014LV-d
Original air date: June 26, 2017
Rebroadcast and recording info at http://www.mhmcpa.com
This quarterly webinar will bring you up-to-date on hot topics, technical matters and current events impacting financial reporting and the accounting profession.
Professionals from CBIZ and MHM will discuss recent happenings at the Financial Accounting Standards Board, American Institute of Certified Public Accountants, Securities and Exchange Commission, Public Company Accounting Oversight Board and other relevant governance bodies. We will also touch on recent tax changes and proposed legislation.
These receivables management engines include:
SAP Credit Management – to help companies implement a single company-wide credit policy and use credit analysis results to calculate credit limits – including embedding credit checks into key operational processes
SAP Biller Direct – an electronic bill presentment and payment solution that 1) lets customers download or pay invoices via bank transfer, card, etc., as well as start the dispute process, and 2) allows vendors to see the approval and payment status of their invoices, including inquiry functionality
SAP E-Invoicing for Compliance – an e-billing solution that sends customers validated, signed invoice PDFs via email or invoices via EDI – including the compliance checks required in 37 different countries
SAP Collections and Dispute Management – modules that provide workflow and process support for managing disputes as well as a module that generates prioritized collections worklists that help collections specialists proactively contact customers.
Why Companies Need a Bookings Policy, and How to Create OneGotransverse
Any finance professional will tell you that bookings are both an art and a science with cross-company implications. From Sales commissions to bonus plans, revenue forecasting to cash in door, bookings have become the rise and fall of company valuations. But they are not real if the revenue isn’t there to back it up and they certainly aren’t real if there are side deals or other detritus inserted into the deal by your team. Well, it’s all solvable with a bit of forethought, some process and perhaps technology, and some education for all involved.
Etude PwC sur le reporting intégré (sept. 2014)PwC France
http://bit.ly/Reporting-PwC
Selon une étude du cabinet d’audit et de conseil PwC, 80 % des investisseurs s’accordent à dire qu’un reporting de qualité influence leur perception de l’entreprise. Pour près de deux tiers d’entre eux (63 %), la qualité du reporting d’une entreprise pourrait avoir un impact financier direct sur le coût de son capital.
Why Budgeting Kills Your CompanyHBSWK Pub. Date Aug 1 1, 2.docxhelzerpatrina
Why Budgeting Kills Your Company
HBSWK Pub. Date: Aug '1 1, 2003
Why doesn't the budget process work? Read what experts say about not only changing your budgeting process,
but whether your company should dispense with budgets entirely. by Loren Gary
The average billion-dollar company spends as many as 25,000 person-days per year putting together the budget. If this
all paid off in shareholder return, that would be fine. But few organizations can make that claim. In fact, many firms
now question the ROI of traditional budgeting altogether and are looking for alternatives that reduce time and better
align spending with strategy.
Look at your own company's budget process: Has it really helped you do a better job of belt tightening during the
current slowdown? Many companies have reverted to more centralized command-and-control procedures to keep a
tight rein on costs-but the dynamics of the budgeting proc3ss ofter rmder.rqine this effort.
"In tough times like these, any signifrcant real cost growth feels imprudent and is hard to justify for most businesses,"
writes Mike Baxter, a partner in the consulting firm Marakon Associates (f{ew York City), in a recent company
publication. "Business units have used their budgets as a bargaining chip, bidding high to get a larger slice of the pie
while keeping their cards close to their chest.
"The CEO has had no choice but to get them back into shape, though he lacks any clear line of sight for identifying and
challenging the least valuable resources," Baxter continues. All too often, the CEO must opt for across-the-board
cuts-even though he knows that this approach penalizes the high-performing units and props up the underperforming
ones. The result is a decoupling of the company's resource allocation process from the highest-value strategic
opporfunities.
The answer, some experts say, is to dispense with budgets entirely-and
The answer, some experts say, is to replace them with a system of rolling forecasts and key performance
dispense with budgets entirely. indicators that shifts strategic decision making to customer-facing edges of
the organization. Others advocate less sweeping but still significant
changes: Housing the budgeting and strategic planning functions in one office, establishing top-down goals three to
four years out, and requiring all business units to explore the budget implications of several strategic alternatives.
The following discussion will help stimulate your thinking about how your own company's budgeting process can be
transformed from an exasperating exercise in pork barreling and interdepartmental brinksmanship to a tool for
achieving strategic alignment.
How fi xed-p erfo rmanc e contracts ensure underperformanc e
At its simplist, a company's budget process consists of each unit producing a sales forecast (assuming it's a profit
center) and a capital needs forecists. "I've seen some annual budget processes that didn't take any time at all," says
William J. Bruns Jr., ...
This document lists various management consulting services including:
- Mergers and acquisitions support such as planning, due diligence, integration, and accounting.
- Finance transformation services like IFRS implementation, process improvement, and regulatory compliance.
- Services for the CFO office including business modeling, capital planning, financial reporting, and governance.
An introduction to AmplioGroup's offerings.
AmplioGroup is a specialized boutique consultancy focused on excellence in working capital performance (order-to-cash and procure-to-pay).
With 20 years of global experience, AmplioGroup’s practitioners have assisted over 700 clients to generate more than $35 Billion in cash flow improvement.
Our expertise is global in reach – we have extensive experience in all the key industrialized nations and all the major business and industrial segments.
Our approach is data and metrics driven yet with deep focus on the people in the O2C and P2P processes. Practical skills sets, knowledge bases and communication capabilities drive working capital performance and we empower process stakeholders through augmented abilities and ongoing results measurement.
We believe that optimized cash performance and effectively managed customer satisfaction go hand in hand. Our approach enhances both performance and satisfaction.
This document outlines an integrated wholesale and retail financing solution that maps manufacturers to dealers, allows manufacturers to set dealer limits, and maps assets. It includes portals for manufacturers, dealers, and financers to manage limits, ledgers, master agreements, and notifications. Key components are interest calculations, discounting, payment processing, and delay charge computation across the wholesale and retail financing lines of business.
The document summarizes a presentation about Binary Stream's Property Management solution for Dynamics GP. It introduces the three presenters - Aidan McCrea, Justin Macool, and Don Ramsay. The presentation then provides an overview of the Property Management solution, including its capabilities for lease management, billing, allocation, reporting, customer and property manager portals, and regulatory compliance. It also discusses sales strategies like differentiating the solution, identifying key industries, and marketing tools available from Binary Stream.
Hilton Grand Vacations’ Playbook for Oracle Migrations for Treasury and ITKyriba Corporation
This document summarizes a webinar about Hilton Grand Vacations' migration from its existing ERP system to Oracle Cloud. It discusses the stakeholders involved, including accounting, finance, treasury, IT, and Kyriba's professional services team. The migration includes implementing Oracle Cloud for accounting, cash accounting, payments, and treasury functions like connectivity, cash positioning and payments. The webinar covered benefits of using Kyriba's payment format library and bank connectivity services during the migration to simplify formatting payments and connecting to banks. It concluded with a Q&A section.
Sreekanth Gopinath has over 11 years of experience in accounts payable. He currently manages the accounts payable function for Barclays Bank in Dubai, where he oversees invoice processing, expense reports, vendor management, and financial reporting. Previously, he worked as an accounts payable manager and credit analyst. He has skills in SAP, financial analysis, and building strong vendor relationships.
This webinar was part of a series hosted by Jitasa, a Sidekick Solutions partner. Jitasa is an outsourced accounting and bookkeeping firm focused exclusively on not-for-profits.
In nonprofit organizations, it is common for a donor management CRM to a primary application in its tech stack, but it likely isn't the only app an organization uses day-to-day.
You might be using other apps for:
Fundraising
Email marketing
eCommerce
Accounting
Event management
Major gift cultivation and pipline
Emails and calendars
Tasks and to-dos
Reporting and analytics
…or other apps, possibly even a combination of many apps
Instead of spending hours each month manually entering data between two or more systems or running tedious spreadsheet imports, let Zapier automation do the work for you. Zapier is an automation platform that connects to 4,000+ other apps and offers an all-in-one integration platform for automating your day to day workflows.
During this webinar, you will learn:
- Common automation opportunities for nonprofits
- How to approach full-system automation
- Examples of nonprofit automations
- Why it is important to adopt a continuous improvement model for automation
About Sidekick Solutions
Sidekick Solutions is a software consulting and development firm specializing in Social Solutions Apricot™ software (case management software), Blackbaud® eTapestry®, Bloomerang, and NeonCRM (donor database software). We help nonprofit and public sector organizations set up, streamline, and make the most of their software with a range of professional services for implementation, reporting, data migration, system integration/automation, and database audit/cleanup. In short, we help those doing good, do even more towards greater impact in their communities.
RECONNECT 2014, Oracle Financial Close Management: Streamline Your Close ProcessRJ Linehan
Organizations today face a constant stream of requirements and regulations that add complexity and change to their period-end close processes. Add to that reality a manually-driven approach to ‘closing the books’ and it is not surprising that organizations recognize the value of adopting a tool that can efficiently manage all of their financial close cycles. This presentation will make a case for embracing a unified financial close strategy that incorporates Oracle Hyperion Financial Close Management.
Objectives:
• Demonstrate the benefits of an optimized close process
• Reveal the advantages of increased collaboration
• Exhibit the improvements in user productivity
• Illustrate the value of improved transparency and compliance
• Demonstrate the assurance of reconciliation accuracy
The Real Costs of Bank Connectivity during SAP S/4HANA MigrationsKyriba Corporation
The document discusses the challenges of bank connectivity during SAP S/4HANA migrations, and how Kyriba's Payment Network provides an alternative. It notes that building individual bank connections is difficult, costly, and a bottleneck for IT departments. Kyriba's solution offers connectivity as a service to thousands of banks, reducing implementation time from 8-10 weeks to 4-6 weeks compared to building connections directly. The Payment Network also handles payment fraud management, provides pre-built payment formats, and monitors bank files, freeing up resources.
Cobalt is a software platform that provides analytics tools to help private equity firms with fundraising. It allows users to upload fund performance data and track records to analyze key metrics like IRR, MOIC, and cash flows. The platform automates common analyses like PME calculations and J-Curve visualizations. It also provides projected fundraising data and daily FX rates. Cobalt aims to break down barriers between firms' data and its usefulness in driving profitability during fundraising. Existing clients praise how intuitive and next-generation the platform is compared to manually formatting in Excel.
This document summarizes the roles and services provided by IBM's Global Business Services division for finance and planning. It offers two main consulting services: core consulting focused on business analytics and customer relationship management; and application services for managing clients' application portfolios. The finance and planning team's roles include reporting financial positions, forecasting cash flow, supporting contract management, and providing financial advisory. The team aims for a 50/50 split between local and center employees to balance proximity to clients with efficiency through centralization.
The Construction Industry Training Board (CITB) must keep a register of employers that are entirely or primarily engaged within the construction industry. Once a company is registered, it is legally required to file annual Levy Returns wherein it must provide details of wage bills for the assessment of levy liability.
This document discusses Business Intelligence (BI) solutions for asset management companies provided by Robust Designs. It summarizes their BI product CUBOT, which has over 40 customers. CUBOT provides dashboards, reports, visualizations and modules tailored for asset management companies, including sales management, financial analysis, risk management, and loyalty programs. It also discusses integrating CUBOT with other systems like CRM and providing analytics on products, marketing, sales and customers.
NetSol Technologies, Inc. (Nasdaq: NTWK) is a worldwide provider of IT and enterprise software solutions primarily serving the global leasing and financing industry. The Company’s suite of applications are backed by 40 years of domain expertise and supported by a committed team of more than 1000 professionals placed in eight strategically located support and delivery centers throughout the world.
The document summarizes key aspects of the new revenue recognition standard, ASC 606. It provides an overview of the core principle of ASC 606, which is that an entity should recognize revenue to reflect the transfer of goods or services to customers in an amount that reflects the consideration the entity expects to receive. It then discusses some of the major changes introduced by ASC 606, such as additional judgment required, the five-step model for revenue recognition, and new disclosure requirements. It also covers the effective dates for public and private companies and allows for early adoption.
E-Procurement – Creating a Compelling Business Case for GrowthSAP Ariba
As you explore whether e-procurement will help your business, the first step is to create a business case to ensure success in your selection of a technology partner. Join Ingersol Rand as they share their story and expertise on how they began the journey.
Learn more about Ariba LIVE at http://spr.ly/LIVE2014LV-d
Original air date: June 26, 2017
Rebroadcast and recording info at http://www.mhmcpa.com
This quarterly webinar will bring you up-to-date on hot topics, technical matters and current events impacting financial reporting and the accounting profession.
Professionals from CBIZ and MHM will discuss recent happenings at the Financial Accounting Standards Board, American Institute of Certified Public Accountants, Securities and Exchange Commission, Public Company Accounting Oversight Board and other relevant governance bodies. We will also touch on recent tax changes and proposed legislation.
These receivables management engines include:
SAP Credit Management – to help companies implement a single company-wide credit policy and use credit analysis results to calculate credit limits – including embedding credit checks into key operational processes
SAP Biller Direct – an electronic bill presentment and payment solution that 1) lets customers download or pay invoices via bank transfer, card, etc., as well as start the dispute process, and 2) allows vendors to see the approval and payment status of their invoices, including inquiry functionality
SAP E-Invoicing for Compliance – an e-billing solution that sends customers validated, signed invoice PDFs via email or invoices via EDI – including the compliance checks required in 37 different countries
SAP Collections and Dispute Management – modules that provide workflow and process support for managing disputes as well as a module that generates prioritized collections worklists that help collections specialists proactively contact customers.
Why Companies Need a Bookings Policy, and How to Create OneGotransverse
Any finance professional will tell you that bookings are both an art and a science with cross-company implications. From Sales commissions to bonus plans, revenue forecasting to cash in door, bookings have become the rise and fall of company valuations. But they are not real if the revenue isn’t there to back it up and they certainly aren’t real if there are side deals or other detritus inserted into the deal by your team. Well, it’s all solvable with a bit of forethought, some process and perhaps technology, and some education for all involved.
Etude PwC sur le reporting intégré (sept. 2014)PwC France
http://bit.ly/Reporting-PwC
Selon une étude du cabinet d’audit et de conseil PwC, 80 % des investisseurs s’accordent à dire qu’un reporting de qualité influence leur perception de l’entreprise. Pour près de deux tiers d’entre eux (63 %), la qualité du reporting d’une entreprise pourrait avoir un impact financier direct sur le coût de son capital.
Why Budgeting Kills Your CompanyHBSWK Pub. Date Aug 1 1, 2.docxhelzerpatrina
Why Budgeting Kills Your Company
HBSWK Pub. Date: Aug '1 1, 2003
Why doesn't the budget process work? Read what experts say about not only changing your budgeting process,
but whether your company should dispense with budgets entirely. by Loren Gary
The average billion-dollar company spends as many as 25,000 person-days per year putting together the budget. If this
all paid off in shareholder return, that would be fine. But few organizations can make that claim. In fact, many firms
now question the ROI of traditional budgeting altogether and are looking for alternatives that reduce time and better
align spending with strategy.
Look at your own company's budget process: Has it really helped you do a better job of belt tightening during the
current slowdown? Many companies have reverted to more centralized command-and-control procedures to keep a
tight rein on costs-but the dynamics of the budgeting proc3ss ofter rmder.rqine this effort.
"In tough times like these, any signifrcant real cost growth feels imprudent and is hard to justify for most businesses,"
writes Mike Baxter, a partner in the consulting firm Marakon Associates (f{ew York City), in a recent company
publication. "Business units have used their budgets as a bargaining chip, bidding high to get a larger slice of the pie
while keeping their cards close to their chest.
"The CEO has had no choice but to get them back into shape, though he lacks any clear line of sight for identifying and
challenging the least valuable resources," Baxter continues. All too often, the CEO must opt for across-the-board
cuts-even though he knows that this approach penalizes the high-performing units and props up the underperforming
ones. The result is a decoupling of the company's resource allocation process from the highest-value strategic
opporfunities.
The answer, some experts say, is to dispense with budgets entirely-and
The answer, some experts say, is to replace them with a system of rolling forecasts and key performance
dispense with budgets entirely. indicators that shifts strategic decision making to customer-facing edges of
the organization. Others advocate less sweeping but still significant
changes: Housing the budgeting and strategic planning functions in one office, establishing top-down goals three to
four years out, and requiring all business units to explore the budget implications of several strategic alternatives.
The following discussion will help stimulate your thinking about how your own company's budgeting process can be
transformed from an exasperating exercise in pork barreling and interdepartmental brinksmanship to a tool for
achieving strategic alignment.
How fi xed-p erfo rmanc e contracts ensure underperformanc e
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William J. Bruns Jr., ...
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University of Phoenix Change initiative for Nokia Paper.docxwrite5
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2) A strategy map visually represents an organization's goals, initiatives, and causal relationships across four perspectives: financial, customer, internal processes, and learning and growth.
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Capital markets: The impact of business process operations improvementsGenpact Ltd
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Financial Due Diligence via Operational Perspective | Co-Authors Steve Koinis...Tom Atwood
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This document discusses various multidimensional performance measurement models and tools, including the balanced scorecard, performance prism, activity-based budgeting, cash flow modeling, activity-based costing, quality management tools, value chain analysis, and customer relationship management. Real-world examples are provided for each tool to illustrate how companies have implemented them. While financial measures were considered most important by 71% of managers in one study, the document emphasizes that a combination of financial and non-financial metrics is needed to fully understand company performance across different dimensions.
The document discusses the evolving role of Chief Financial Officers (CFOs) toward becoming Chief Growth Officers. It notes that since the financial crisis, CFOs have taken on more strategic roles within their organizations. Specifically, CFOs are now expected to spend more time driving growth and profitability initiatives rather than just managing finances. The document outlines how CFOs can position themselves as strategic partners that leverage data insights to support revenue growth, market expansion, and shareholder value. It provides examples of key areas where CFOs can partner with the business, such as using real-time data analysis to inform strategic decision making and managing risks as opportunities for growth.
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The trick is to have a great strategy.
An article that describes how to develop critical KPIs for the purpose of al...
AICPA Article Corporate Finance
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Changing role of finance from scorekeeper to
strategist
How the Independence Blue Cross finance team partnered
with the business to implement KPIs.
November 7,2or1
by Bob Paladino, CPA and Rand Greenblatt, CPA
For many years, finance functions have engaged internal department heads during the budgeting process focused
on basic "cost drivers," such as headcount, to arrive at their operating budgets. In the past, this approach may have
been reliable to arrive at a reasonable budget. llcwever, the business climate has changed. This traditional "cost
driver" approach could be creating competitive disadvantages for businesses.
Take the example cf Independence Blue Cross {18C). Health care :eforrn, a }righly coarpetitive marketplace, the race
to acquire and retain taient, a heightened focus on customer service, and the desire to grow the company on a
national scaie required a transformatlon of the cornpany's {inance Cepartrnent.
The coinpany's CFO and its chief accounting officer $/ere among the leaders who prol'ided critical executive
sponsorship of the multiyear initiative, leading to a restructuring lrom a classic, scorekeeping and financial
reporting organization to a forward-thinking, strategic business partner. This inctruded understanding strategies for
departrnent business models, custoraers service levels, process exceilence, talent management, and technology
innovation to reveal tradeoffs of a comprehensive set of "strategic drivers" to arrive at department budgets and
operationai and strategic performance goals"
This is how the financiai planning and anaiysis (FP&A) tearn and key business partners at lEC, a $ro billion
company, drove stronger fiscal and operational discipline through ttre use of key perforrnance indicators (KPIs).
The approach described here can be applied to companles cf all sizes and in ali sectors. Below are three steps your
finance tearn can follow to transition from a "cost" to a "strategic" convelsation and a more sophisticated
understanding of busiaess models and key drivers.
1. Engage treaders tc r:lap out tlleir business model
The iBC FP&A organization recognized the value of moving beyond discussions of headcount. ?hey engaged
business leaders in strategic conversations to better understand their business dyr:amics and to identifiu strategic
drivers. This process was kicked offwith awareness training on how to leverage stra:egy road maps. FP&A and
business leaders collaborated to build strategy road rnaps and deveiop KPI scorecards. As a result, departnaent
teams /ere energized to disclss their services, strategic chaltrenges, and opportunities fo: gror,r,'th and improvement.
Below is an exarnpie of the strategy road map for the customer sen'ice call centel {CSCC). The strategy map
constructed has application across all company departments. Notice the peopie, technology, and core process
objectives, as they contain "leading" or "input" objectives that function as strategic drivers. Leading objectives
around people, process, and technology deterrnine the custorner and financial performance levels and outcomes.
{-et's walk through an example to better understand how these variables function. If the customer service cali cenier
is able ao (ES) Retain Customer Seruice Associates, who becone more proficient and experienced, they will execute
(Pz) Resolue trnbound Calls more efficiently and effectively, which ln turn drives outcomes of tC+) Premier N{ember
Satisfaction and the ability to better {Ft} IVIanage trnternal BudEet" Here, FP&A expanded beyond traditional
conversations of {inancial outcomes {e.g., headcount and budget} to understand holv customers, core pt:ocesses,
people, and techlology drive strategic, operational, and financial results.
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. CFO takeaways for engaging leaders i:'r design:
1. Secure buy-in from business leaders]:ip on the pufpose ofstrategic road rnaps and KPI scorecards.
z. Provlde awareness training and guidance on the driver rnethod'
3" Involve departrnentai leadership and leadership teams to formulate their map.
4. Define the business rnodel with particular attention to the customet, financial and leading people, and
process and technology objectives.
,:
2" Hngage in strategic conversations and scerlario planning.
FP&A leveraged the insights gained frorn understanding the CSCC business rnodel and strategic drivers to
reposition itself frorn a scorekeeper to a strategic partner. The conversations between finance and the business
mirkedly changeC. For example, conversations shifted from controlling costs to evaluating tradeoffs in process
service levels.
They also moved frorn basic, cost line itera variance analysis to understanding how nonfinancial objectives such as
talent management uitirnatety impact operational and fiscal objectives" ln short, FP&A and the business engaged in
a holistic conversation about cornplex interactions among the financia1, customer, process, people, and technology
factors that drive strategic outcomes.
Finance and the business leadership engaged in strategic planning scenarios as budgets were deveioped. Let's
revisit our map to shorv how discussions have changed since implementation of the strategic road maps and KPl
scorecards. Several years ago, a reduction in (El Customer Seruice Assaci{rtes wou}d have led to a scenario where
{Pz) Seruice Leuels would decline, tbereby driving lorver (C4 Customer Satisfaction and a higher payout at (FS)
Performance Guav.antee penalties. The decision to (-Ft) Manage Budgetby immediately reducing costs previously
caused higher penalties and lost revenue from dissatisfied custolners.
Today, with the strategic driver road maps, finance and the CSCC leadership were able to drive more informed
decisions. There was a better understanding of ttre operational and {iscai outcomes desired, as well as the various
levers to achieve such results that could be considered.
. CFO takeaways for engaging leaders in design:
r. Validate the model to help identifu and leverage leading measures.
2. Discuss strategic scenarios with department heads and their teams.
3. Gain deeper insights into departrnent strategic challenges and opportunities for gror,r'th or improvement.
3. Engage depantrnent heads to identif,y measures anC targets to forrnulate badgets
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3. With the strategic cost driver model validateC and a solid understanding cf tradecffs amcng strategic otrjectives,
FP&A and the CSCC teams are creating more meaningful budgei scenarlcs in support cf bu*siness p"erformance
objectives. For instance, beiow, we can reflect on the baseline performance ana iUen run a feror budget scenarios to
optirnize seryice levels and costs. A11 f;gures are illustratlve for simpliciq; and confideatiality p,,.poi*r.
In Scenario r, the CSCC tearn would focus on (ES) Retain custorner care aduocofes by r) ieduclng turnover and z)
increasing the percentage of promotions f;1led by internal employees. A reduction in iurnover 1"*J.r.uu recruiting
costs. These trvo improvernents dlrectly enhance the efficiency and qlality of process execution as measured by?rst
call resolution, average cali handle time, and average speed to answer rates. Improvernents in these perfor:nance
indicators simultaneously improve customer satisfaction and reduce costs per tiansaction
{n Sceaario 2, we fotecast further irnproverr:ents in turnover and internai hire rates and abserve a tnore Dronounced
positlve impact on process executicn, cusiomer satisfaction and financial results.
Fi Manage lnternsl
Budget
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All flgurc* are i;llustrative due ls ccnfidentialitv
o CFO takeaways fo:: ereating strategic driver based bqdgets:
1. Facilitate-strategic_modeling with internal departments to undersiano the sensitivity of their business
moCetr to key variables.
z. Agree on strategic targets for all measures to form the core of the budget.
g. Recognize this is a balance and subjective in natrire.
Stephan Roker, IBC's senior vice president of service operations, spoke about the value finance delivered to the
departments he oversees. "The intloduction of a balanied scorecard and the insights from understanding the
business moCel and key strategic drivers has proved to be a win-win partnership"between operations and'finance,,'
he said. "Today's envilonrnent ca]ls for transparency, fiscal soundneis, and innivation. These scorecards allcw us to
be rnore proactive and provide the needed intelligence to control expenses while still drir,'ing ogr business resuits.,,
On average, it takes
lwo !o four years to fully implement KPls across all areas in an organization. One rnay lvant to
considerpiloting with select areas, as r4/as the case with IBC. You: finance team
"u*
.""udily apply these three steps
to yorir planning and budgeting process. The steps,suppo_rt your shift frorn traditional cosi aiiiers to strategic,
operational, and fiscal drivers and objectives, which can forever change the relationship you hu1r* *it1, yo.,."
business partners. Enjoy the journey"
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R-ate this article 5 @xcellent) to t (poor). send your respanses here.
BobPaladino.CPA,isanaduiserandtrainer,andauthorofdozensofarticlesandthreebest-sellingbusinessbooks.HespokeinJulyattheA]CPA,sFinanc
conftence in Las vegas. RandGreenblatt' cPA, is the senior directir of FP&A at IBC. He has tedfn"""i"ii"iiiiiiit-i"ijo*onors in grouth and turnaround situations at IBCandAgna.