This document provides an executive summary of a Forrester Research report on the business performance solutions (BPS) software market. It finds that the BPS market has seen significant growth and vendor consolidation in recent years. Forrester expects BPS software revenues to grow 12.7% through 2012 to $3.2 billion, despite temporary slowing due to the recession. The market is dominated by six large vendors, but also includes smaller BI, ERP, and pure-play BPS vendors. The report provides an overview of the BPS software category and functional elements.
1) Most C-level executives agree that using information effectively to run businesses has never been more important. However, many organizations are not deriving enough value from the data they collect.
2) The top issues for companies in 2009 are improving customer loyalty, expanding existing customer relationships, profitability, customer service, and acquiring new customers.
3) Business analytics can significantly impact profitability, performance management, customer retention, customer service, and expanding existing customer relationships. However, few organizations fully integrate business analytics across the entire company.
Alta Bering Retail and Consumer Industry SolutionsLevend Beriker
This document discusses driving management technology through Enterprise Performance Optimization (EPO). EPO is a framework and software platform that sets uniquely balanced performance targets and allocates resources across processes to optimize returns. EPO enhances existing management methods by treating performance as a resource-constrained problem and optimizing targets based on peer benchmarks. Typical impacts of EPO include 10-30% efficiency gains through improved target setting and decision-making.
The document discusses how supply management can better inform integrated business planning processes. It argues that supply management needs to have a seat at the table and prepare by assessing risks, building an analytical foundation, and creating opportunities through various scenarios. These scenarios could leverage opportunities through collaboration, contract structuring, and strategic purchasing approaches. Getting supply management involved helps ensure decisions are made using a holistic perspective rather than just individual functional views.
Ten strategic advantages provided by an architecture approach. Including a capability based approach to governance and change, and operating optimally.
The document discusses delivering world class profitability and cost management. It describes how companies can better understand how they make profits and the relationships between cost objects to identify inefficiencies. It also talks about how to support business decisions through simulations and what-if analysis. Finally, it provides an example of how one famous American bank used these techniques.
Slide share Customer Focused Six Sigma - European Quality JournalDr. Ted Marra
This document introduces the concept of Customer Focused Six Sigma as an evolution of the traditional Six Sigma methodology. It argues that while Six Sigma has successfully reduced costs, it has become too narrowly focused on internal processes rather than customer needs. Customer Focused Six Sigma takes a more balanced, "whole brain" approach that considers customers' perspectives to identify improvement opportunities. It aims to simplify processes, reduce costs for customers, and improve responsiveness in order to increase customer satisfaction, loyalty and value for the business. The authors provide examples of how different problem priorities can emerge from a customer view versus an internal view, and outline principles for applying Customer Focused Six Sigma.
The document discusses how project portfolio management (PPM) can help organizations better manage their process improvement and process excellence (PI/PEX) initiatives. PPM can help close the strategy-execution gap by aligning initiatives with business strategies and goals. It allows organizations to plan initiatives, track resources, measure outcomes, and ensure initiatives deliver expected benefits. The document provides an example of a large bank that improved its PI efforts and achieved millions in benefits by adopting a PPM system to manage its growing number of improvement projects.
MAIA Intelligence will implement a 1KEY Cockpit KPI Application Module for ABC Industries to fulfill their KPI reporting and monitoring needs. The current process uses spreadsheets from various data sources. The 1KEY module will integrate with ABC's existing IT infrastructure. MAIA will work with ABC to design relevant KPIs aligned with business activities and objectives. Implementation will involve defining KPI attributes, data sources, reporting requirements, and security access. The 1KEY system will help ABC proactively monitor performance and compliance.
1) Most C-level executives agree that using information effectively to run businesses has never been more important. However, many organizations are not deriving enough value from the data they collect.
2) The top issues for companies in 2009 are improving customer loyalty, expanding existing customer relationships, profitability, customer service, and acquiring new customers.
3) Business analytics can significantly impact profitability, performance management, customer retention, customer service, and expanding existing customer relationships. However, few organizations fully integrate business analytics across the entire company.
Alta Bering Retail and Consumer Industry SolutionsLevend Beriker
This document discusses driving management technology through Enterprise Performance Optimization (EPO). EPO is a framework and software platform that sets uniquely balanced performance targets and allocates resources across processes to optimize returns. EPO enhances existing management methods by treating performance as a resource-constrained problem and optimizing targets based on peer benchmarks. Typical impacts of EPO include 10-30% efficiency gains through improved target setting and decision-making.
The document discusses how supply management can better inform integrated business planning processes. It argues that supply management needs to have a seat at the table and prepare by assessing risks, building an analytical foundation, and creating opportunities through various scenarios. These scenarios could leverage opportunities through collaboration, contract structuring, and strategic purchasing approaches. Getting supply management involved helps ensure decisions are made using a holistic perspective rather than just individual functional views.
Ten strategic advantages provided by an architecture approach. Including a capability based approach to governance and change, and operating optimally.
The document discusses delivering world class profitability and cost management. It describes how companies can better understand how they make profits and the relationships between cost objects to identify inefficiencies. It also talks about how to support business decisions through simulations and what-if analysis. Finally, it provides an example of how one famous American bank used these techniques.
Slide share Customer Focused Six Sigma - European Quality JournalDr. Ted Marra
This document introduces the concept of Customer Focused Six Sigma as an evolution of the traditional Six Sigma methodology. It argues that while Six Sigma has successfully reduced costs, it has become too narrowly focused on internal processes rather than customer needs. Customer Focused Six Sigma takes a more balanced, "whole brain" approach that considers customers' perspectives to identify improvement opportunities. It aims to simplify processes, reduce costs for customers, and improve responsiveness in order to increase customer satisfaction, loyalty and value for the business. The authors provide examples of how different problem priorities can emerge from a customer view versus an internal view, and outline principles for applying Customer Focused Six Sigma.
The document discusses how project portfolio management (PPM) can help organizations better manage their process improvement and process excellence (PI/PEX) initiatives. PPM can help close the strategy-execution gap by aligning initiatives with business strategies and goals. It allows organizations to plan initiatives, track resources, measure outcomes, and ensure initiatives deliver expected benefits. The document provides an example of a large bank that improved its PI efforts and achieved millions in benefits by adopting a PPM system to manage its growing number of improvement projects.
MAIA Intelligence will implement a 1KEY Cockpit KPI Application Module for ABC Industries to fulfill their KPI reporting and monitoring needs. The current process uses spreadsheets from various data sources. The 1KEY module will integrate with ABC's existing IT infrastructure. MAIA will work with ABC to design relevant KPIs aligned with business activities and objectives. Implementation will involve defining KPI attributes, data sources, reporting requirements, and security access. The 1KEY system will help ABC proactively monitor performance and compliance.
Picture Performance - Dashboards and ScorecardsTridant
This document discusses dashboards and scorecards and how IBM Cognos solutions address them. It describes the three types of dashboards - operational, tactical, and strategic scorecards - and their purposes. Operational dashboards focus on monitoring, tactical on analysis, and scorecards on managing strategy. IBM Cognos offers solutions for all three types, including IBM Cognos Now! for operational dashboards, IBM Cognos 8 Business Intelligence for tactical dashboards, and IBM Cognos 8 BI for building scorecards. These solutions provide integrated, accurate data across the different dashboard types.
This resume summarizes Chandrashekhar Potula's experience in performance engineering of large IT systems over 8.5 years. He has worked on technologies like IBM Mainframe, databases like DB2, Oracle, and SQL Server 2005. Recent work includes reducing MIPS/MSU for a UK insurer and performance modeling. He lists technical skills, methods experience, and achievements including awards and certifications. The resume provides details on several roles with customers in industries like insurance, banking, and retail.
The document discusses how a company's FP&A (financial planning and analysis) setup reveals important information about the company. Specifically, it reveals the company's business environment, culture, data management quality, and the role of its finance function. The ideal FP&A setup is customized to the specific company's situation and challenges, supports the company's goals, and is fully integrated into the company's management processes. An effective FP&A setup also provides visibility, predictability, and supports decision making. It is important for the FP&A setup to be compatible with the company's culture and management processes.
The document discusses how outsourcing technical support is often viewed as a commodity based on cost, but there are opportunities for outsourcers to differentiate and add value through optimization of processes, performance, and delivery. Focusing on outputs, processes, and inputs can help outsourcers engineer solutions that reduce total cost of ownership and enhance customer experience beyond basic people, process, and technology.
The Role of Leading vs. Lagging Indicators in Sustainability PlanningSustainable Brands
Leading indicators are forward-looking metrics that predict future performance, while lagging indicators reflect past outcomes. There has been a shift in sustainability planning from solely using lagging indicators to also incorporating leading indicators. Leading indicators can drive innovation, efficiency gains, and new market opportunities when integrated into corporate strategies. While lagging indicators are still important for compliance purposes, leading indicators are better for goal-setting, continuous improvement, and measuring return on investment from sustainability initiatives.
Empowering the CIO: Enabling smarter decisions with application portfolio man...IBM Rational software
Application portfolio management (APM) can help organizations optimize their IT investments by providing transparency into their application portfolio. APM analyzes applications based on their business value, costs, enhancement potential and risks to make decisions about maintenance, consolidation or modernization. Implementing APM can help reduce costs, improve business agility and align IT with business priorities. The IBM Rational solution provides capabilities for application inventory management, analytics, decision support and project execution to help customers realize the benefits of APM.
Source to Pay 2.0: Using Smart Enterprise Processes to Drive Global Effective...Genpact Ltd
This document discusses how procurement organizations can achieve higher effectiveness and better business outcomes through the use of smart enterprise processes. It outlines that effective organizations focus on outcomes rather than just efficiency, and achieve performance levels 2-3 times higher than average organizations. The document then introduces Genpact's Smart Enterprise Processes methodology, which takes a scientific approach to creating smarter processes that drive greater effectiveness across the source-to-pay lifecycle. Key aspects of the methodology include establishing clear linkages between activities and desired outcomes, managing processes at a granular level, and removing non-value adding activities. The methodology helps organizations achieve significant improvements such as 30-40% increased spend visibility and 5-10% reduced working capital.
The document discusses an evolution in performance management systems from PM 1.0 to PM 2.0. PM 2.0 utilizes predictive analytics and a multidimensional database to provide four types of intelligence - financial, operational, customer, and people. This closed-loop system allows organizations to develop strategies, plan operations, monitor and learn from results, and ensure alignment across the organization for improved performance. Key aspects include a balanced scorecard with rolling KPIs, actionable insights from predictive models, reliable dynamic forecasting, and expense management to improve profitability. Lastly, it discusses using customer intelligence for life cycle management from prospects to former customers.
Tech transfer making it as a risk free approach in pharmaceutical and biotech iniaemedu
Tech transfer is a common methodology for transferring new products or an existing
commercial product to R&D or to another manufacturing site. Transferring product knowledge to the
manufacturing floor is crucial and it is an ongoing approach in the pharmaceutical and biotech
industry. Without adopting this process, no company can manufacture its niche products, let alone
market them. Technology transfer is a complicated, process because it is highly cross functional. Due
to its cross functional dependence, these projects face numerous risks and failure. If anidea cannot be
successfully brought out in the form of a product, there is no customer benefit, or satisfaction.
Moreover, high emphasis is in sustaining manufacturing with highest quality each and every time. It
is vital that tech transfer projects need to be executed flawlessly. To accomplish this goal, risk
management is crucial and project team needs to use the risk management approach seamlessly.
Energy trading and risk management software budgets are declining even as new regulations increase demands on ETRM platforms. The survey found that 67% of respondents plan to invest in ETRM software this year, but only 28% have larger budgets, with 27% facing cuts. Compliance with regulations like Dodd-Frank and EMIR is a major focus, but only 20% feel ready and software vendors face challenges developing compliant solutions by the deadlines. Flexibility is important as rules evolve.
The document provides an overview of the Balanced Scorecard framework. It discusses that the Balanced Scorecard was developed in the 1990s as a performance measurement framework that included financial and non-financial metrics across four perspectives: financial, customer, internal business process, and learning and growth. It outlines the key steps to developing a Balanced Scorecard, including clarifying strategy, defining objectives and metrics, and implementing. An example of a successful implementation at Mobil is also summarized. The document concludes that the Balanced Scorecard can be adapted for use in e-businesses and provides best practices for implementation.
Data Leadership talk for CIIA March 2022.pdfPaul Laughlin
Slides presented to the Chartered Institute of Internal Auditors on the challenge of being a data leader & the skills needed for such leaders (and their teams) to succeed.
You can read more about this event here:
Nickelring Corp has developed a data analytics solution targeting SMEs. Over 3 weeks, an 11 person team validated the market need, tested the value proposition, and analyzed competitors. The team found SMEs are underserved by current analytics tools. Nickelring will differentiate by offering an easy to use, fast, and cost effective solution. The team will further develop the prototype and business model in the next project phase.
By Alex Baum, David F. Larcker, Brian Tayan, and Jacob Welch
Stanford Closer Look Series, October 9, 2017
Board members rely on information provided by management to inform their decisions. Unfortunately, some research calls into question the adequacy of the information the board members receive and, by extension, the quality of decisions they are able to make. Based on observations by ValueAct Capital, this Closer Look examines shortcomings that plague corporate board books and provides recommendations for remedying them.
We ask:
• In general, what is the quality of information that public company directors receive?
• What can board members do to improve information quality and presentation?
• What are the institutional impediments standing in the way improving board books?
Business-Transformation-Initiatives-Unlocking-Benefits-for-ManufacturersAlina Aronova, MBA
This document discusses how business transformation initiatives can deliver benefits to manufacturing organizations. It notes that many companies' enterprise application portfolios are suboptimal and they are missing out on benefits from modernization. A business transformation effort that upgrades applications and improves business processes can increase profitability, reduce costs, and improve efficiencies. The document provides examples of how manufacturers have successfully implemented business transformations that standardized processes, integrated systems from acquisitions, and realized estimated cost savings and other benefits.
This Aberdeen Group report charts how Enterprises are using mobility to help them create a better user environment using mobile devices and applications. The report also benchmarks the best in breed mobile enterprise applications.
The document provides 10 commandments for successful outsourcing. The commandments include getting your own business processes in order before outsourcing; determining which processes to outsource based on efficiency gains; choosing vendors carefully based on expertise; considering total costs; demanding performance metrics and visibility; understanding cultural differences; and adopting a systematic approach. Following these 10 commandments can help improve chances of outsourcing success.
White paper providing the business case for integrating strategy with finance and operations to achieve superior strategy execution and organization performance
The document discusses whether outsourcing is the future for law firms. It presents brief quotes from partners at top law firms who are skeptical about outsourcing. However, the rest of the document argues that outsourcing back office functions could generate significant cost savings for law firms. It provides examples of functions that could potentially be outsourced, such as finance, HR, legal research, and document review. The document also suggests that falling prices, client demands, and uncertain workflows may push the legal sector towards increased outsourcing in the future as quality of outsourcing vendors and services improves.
IBM Cognos 10.1 User Interface Tools OverviewSenturus
Learn what tools will be available to users with Cognos 10.1, and what’s covered by your licenses. Download this deck: http://www.senturus.com/resources/overview-of-user-interface-tools-in-cognos-10-1-2/.
Senturus senior solutions architects provide clear visuals and concise descriptions to help you assess the IBM Cognos 10 platform in the context of a Corporate Performance Management (CPM) solution and determine how to take your performance management initiative to the next level.
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources/.
Bizview Performance Management for Qlikview UsersTridant
Bizview is a mid-market performance management product that enables customers to increase operational efficiency, improve staff productivity and generate more revenue
Future Decoded 2015 - Data Culture Panel - Nov 10th 2015Jonathan Woodward
#FutureDecoded #DataCulture panel "Business Day" with KPMG, TfL, Tagetik and Berendsen.
Panel:
Gary Richardson, Head of Engineering, KPMG
Duncan MacMillan, IT Director, Berendsen
Andrew Brooks, Customer Experience Analytics, TfL
Manuel Vellutini, Co-CEO, Tagetik
Picture Performance - Dashboards and ScorecardsTridant
This document discusses dashboards and scorecards and how IBM Cognos solutions address them. It describes the three types of dashboards - operational, tactical, and strategic scorecards - and their purposes. Operational dashboards focus on monitoring, tactical on analysis, and scorecards on managing strategy. IBM Cognos offers solutions for all three types, including IBM Cognos Now! for operational dashboards, IBM Cognos 8 Business Intelligence for tactical dashboards, and IBM Cognos 8 BI for building scorecards. These solutions provide integrated, accurate data across the different dashboard types.
This resume summarizes Chandrashekhar Potula's experience in performance engineering of large IT systems over 8.5 years. He has worked on technologies like IBM Mainframe, databases like DB2, Oracle, and SQL Server 2005. Recent work includes reducing MIPS/MSU for a UK insurer and performance modeling. He lists technical skills, methods experience, and achievements including awards and certifications. The resume provides details on several roles with customers in industries like insurance, banking, and retail.
The document discusses how a company's FP&A (financial planning and analysis) setup reveals important information about the company. Specifically, it reveals the company's business environment, culture, data management quality, and the role of its finance function. The ideal FP&A setup is customized to the specific company's situation and challenges, supports the company's goals, and is fully integrated into the company's management processes. An effective FP&A setup also provides visibility, predictability, and supports decision making. It is important for the FP&A setup to be compatible with the company's culture and management processes.
The document discusses how outsourcing technical support is often viewed as a commodity based on cost, but there are opportunities for outsourcers to differentiate and add value through optimization of processes, performance, and delivery. Focusing on outputs, processes, and inputs can help outsourcers engineer solutions that reduce total cost of ownership and enhance customer experience beyond basic people, process, and technology.
The Role of Leading vs. Lagging Indicators in Sustainability PlanningSustainable Brands
Leading indicators are forward-looking metrics that predict future performance, while lagging indicators reflect past outcomes. There has been a shift in sustainability planning from solely using lagging indicators to also incorporating leading indicators. Leading indicators can drive innovation, efficiency gains, and new market opportunities when integrated into corporate strategies. While lagging indicators are still important for compliance purposes, leading indicators are better for goal-setting, continuous improvement, and measuring return on investment from sustainability initiatives.
Empowering the CIO: Enabling smarter decisions with application portfolio man...IBM Rational software
Application portfolio management (APM) can help organizations optimize their IT investments by providing transparency into their application portfolio. APM analyzes applications based on their business value, costs, enhancement potential and risks to make decisions about maintenance, consolidation or modernization. Implementing APM can help reduce costs, improve business agility and align IT with business priorities. The IBM Rational solution provides capabilities for application inventory management, analytics, decision support and project execution to help customers realize the benefits of APM.
Source to Pay 2.0: Using Smart Enterprise Processes to Drive Global Effective...Genpact Ltd
This document discusses how procurement organizations can achieve higher effectiveness and better business outcomes through the use of smart enterprise processes. It outlines that effective organizations focus on outcomes rather than just efficiency, and achieve performance levels 2-3 times higher than average organizations. The document then introduces Genpact's Smart Enterprise Processes methodology, which takes a scientific approach to creating smarter processes that drive greater effectiveness across the source-to-pay lifecycle. Key aspects of the methodology include establishing clear linkages between activities and desired outcomes, managing processes at a granular level, and removing non-value adding activities. The methodology helps organizations achieve significant improvements such as 30-40% increased spend visibility and 5-10% reduced working capital.
The document discusses an evolution in performance management systems from PM 1.0 to PM 2.0. PM 2.0 utilizes predictive analytics and a multidimensional database to provide four types of intelligence - financial, operational, customer, and people. This closed-loop system allows organizations to develop strategies, plan operations, monitor and learn from results, and ensure alignment across the organization for improved performance. Key aspects include a balanced scorecard with rolling KPIs, actionable insights from predictive models, reliable dynamic forecasting, and expense management to improve profitability. Lastly, it discusses using customer intelligence for life cycle management from prospects to former customers.
Tech transfer making it as a risk free approach in pharmaceutical and biotech iniaemedu
Tech transfer is a common methodology for transferring new products or an existing
commercial product to R&D or to another manufacturing site. Transferring product knowledge to the
manufacturing floor is crucial and it is an ongoing approach in the pharmaceutical and biotech
industry. Without adopting this process, no company can manufacture its niche products, let alone
market them. Technology transfer is a complicated, process because it is highly cross functional. Due
to its cross functional dependence, these projects face numerous risks and failure. If anidea cannot be
successfully brought out in the form of a product, there is no customer benefit, or satisfaction.
Moreover, high emphasis is in sustaining manufacturing with highest quality each and every time. It
is vital that tech transfer projects need to be executed flawlessly. To accomplish this goal, risk
management is crucial and project team needs to use the risk management approach seamlessly.
Energy trading and risk management software budgets are declining even as new regulations increase demands on ETRM platforms. The survey found that 67% of respondents plan to invest in ETRM software this year, but only 28% have larger budgets, with 27% facing cuts. Compliance with regulations like Dodd-Frank and EMIR is a major focus, but only 20% feel ready and software vendors face challenges developing compliant solutions by the deadlines. Flexibility is important as rules evolve.
The document provides an overview of the Balanced Scorecard framework. It discusses that the Balanced Scorecard was developed in the 1990s as a performance measurement framework that included financial and non-financial metrics across four perspectives: financial, customer, internal business process, and learning and growth. It outlines the key steps to developing a Balanced Scorecard, including clarifying strategy, defining objectives and metrics, and implementing. An example of a successful implementation at Mobil is also summarized. The document concludes that the Balanced Scorecard can be adapted for use in e-businesses and provides best practices for implementation.
Data Leadership talk for CIIA March 2022.pdfPaul Laughlin
Slides presented to the Chartered Institute of Internal Auditors on the challenge of being a data leader & the skills needed for such leaders (and their teams) to succeed.
You can read more about this event here:
Nickelring Corp has developed a data analytics solution targeting SMEs. Over 3 weeks, an 11 person team validated the market need, tested the value proposition, and analyzed competitors. The team found SMEs are underserved by current analytics tools. Nickelring will differentiate by offering an easy to use, fast, and cost effective solution. The team will further develop the prototype and business model in the next project phase.
By Alex Baum, David F. Larcker, Brian Tayan, and Jacob Welch
Stanford Closer Look Series, October 9, 2017
Board members rely on information provided by management to inform their decisions. Unfortunately, some research calls into question the adequacy of the information the board members receive and, by extension, the quality of decisions they are able to make. Based on observations by ValueAct Capital, this Closer Look examines shortcomings that plague corporate board books and provides recommendations for remedying them.
We ask:
• In general, what is the quality of information that public company directors receive?
• What can board members do to improve information quality and presentation?
• What are the institutional impediments standing in the way improving board books?
Business-Transformation-Initiatives-Unlocking-Benefits-for-ManufacturersAlina Aronova, MBA
This document discusses how business transformation initiatives can deliver benefits to manufacturing organizations. It notes that many companies' enterprise application portfolios are suboptimal and they are missing out on benefits from modernization. A business transformation effort that upgrades applications and improves business processes can increase profitability, reduce costs, and improve efficiencies. The document provides examples of how manufacturers have successfully implemented business transformations that standardized processes, integrated systems from acquisitions, and realized estimated cost savings and other benefits.
This Aberdeen Group report charts how Enterprises are using mobility to help them create a better user environment using mobile devices and applications. The report also benchmarks the best in breed mobile enterprise applications.
The document provides 10 commandments for successful outsourcing. The commandments include getting your own business processes in order before outsourcing; determining which processes to outsource based on efficiency gains; choosing vendors carefully based on expertise; considering total costs; demanding performance metrics and visibility; understanding cultural differences; and adopting a systematic approach. Following these 10 commandments can help improve chances of outsourcing success.
White paper providing the business case for integrating strategy with finance and operations to achieve superior strategy execution and organization performance
The document discusses whether outsourcing is the future for law firms. It presents brief quotes from partners at top law firms who are skeptical about outsourcing. However, the rest of the document argues that outsourcing back office functions could generate significant cost savings for law firms. It provides examples of functions that could potentially be outsourced, such as finance, HR, legal research, and document review. The document also suggests that falling prices, client demands, and uncertain workflows may push the legal sector towards increased outsourcing in the future as quality of outsourcing vendors and services improves.
IBM Cognos 10.1 User Interface Tools OverviewSenturus
Learn what tools will be available to users with Cognos 10.1, and what’s covered by your licenses. Download this deck: http://www.senturus.com/resources/overview-of-user-interface-tools-in-cognos-10-1-2/.
Senturus senior solutions architects provide clear visuals and concise descriptions to help you assess the IBM Cognos 10 platform in the context of a Corporate Performance Management (CPM) solution and determine how to take your performance management initiative to the next level.
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources/.
Bizview Performance Management for Qlikview UsersTridant
Bizview is a mid-market performance management product that enables customers to increase operational efficiency, improve staff productivity and generate more revenue
Future Decoded 2015 - Data Culture Panel - Nov 10th 2015Jonathan Woodward
#FutureDecoded #DataCulture panel "Business Day" with KPMG, TfL, Tagetik and Berendsen.
Panel:
Gary Richardson, Head of Engineering, KPMG
Duncan MacMillan, IT Director, Berendsen
Andrew Brooks, Customer Experience Analytics, TfL
Manuel Vellutini, Co-CEO, Tagetik
Best Practices in Implementing and Delivering Value from Your CPM SolutionsProformative, Inc.
View on Proformative: http://www.proformative.com/resources/presentation-best-practices-implementing-delivering-value-your-cpm-solutions
The CFO’s role has evolved from traditional reporting and controlling, to decision support and strategic execution. There is a growing expectation that the CFO will be a trusted adviser to the executive team, and will lead the Finance organization to embrace the role of business partner. This demanding transition has been driven by the desire to raise the bar and deliver value for investors and other key stakeholders.
In this best practice workshop, learn from seasoned Finance experts how best in class finance functions have used corporate performance management (CPM) as a foundation for driving these necessary changes, and for leading the finance organization into a new, value-added role.
In summary, in attending this workshop you will find:
* A roadmap for integrating strategic planning, operational planning, budgeting, and reporting into a complete CPM solution
* Operational readiness: How to tell if your Finance organization is up to the challenge
* How to leverage your existing CPM solution to enhance and improve finance operations processes
* Tips and traps for selecting the right CPM solution for your organization
* Bonus Material: Results of recent survey of 150+ companies experience with Rolling Forecast
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Workshop
The Complete CPM Readiness Checklist helps CFOs/Controllers answer their question, “Are we ready for a CPM solution to help us achieve the benefi ts of Integrated Financial Planning?”
The document discusses planning and decision making challenges for CFOs and provides an overview of an information management solution from Sherwood Group Consulting. It notes that budgeting and forecasting processes are often manual and time-consuming. Additionally, it is difficult to tie planning to execution when forecasts do not match actual performance. The solution aims to help CFOs make better, faster decisions by providing analytics, budgeting, reporting, and risk management tools to facilitate the planning process.
Tagetik, performing with passion by Andrea BegliuominiCodemotion
Tagetik è un’Azienda che “consuma” tecnologia. Nel quartiere generale di Lucca (Toscana, Italia), Tagetik sviluppa una applicazione. Tale soluzione è commercializzata in tutto il mondo attraverso una rete di distribuzione.
Tagetik è un’Azienda in forte crescita e cerca giovani sviluppatori che siano protagonisti della crescita tecnologica del prodotto.
Questo talk ha l’obiettivo di presentare l’Azienda, dare una overview delle tecnologie che essa usa, illustrare le caratteristiche delle delle persone che stiamo cercando.
The document summarizes Tagetik's connector for SAP, which enables single sign-on and data replication between Tagetik and SAP systems. It provides centralized monitoring of data loading processes. The connector uses pre-built ETL processes to extract financial and master data from SAP into Tagetik without needing knowledge of SAP tables. It features a wizard-driven interface for finance users to parameterize and run the ETL processes.
Tagetik offers versatile and comprehensive business intelligence (BI) solutions that leverage Microsoft technologies. These solutions include in-memory analytics with SQL Server 2012, dynamic reporting and dashboards using Analysis Services, and collaborative information delivery through SharePoint integration. Tagetik's solutions provide a complete unified platform for performance management, analytics, and collaboration.
CPM is a set of integrated business processes and applications that help organizations define strategic goals, measure performance against those goals, and ensure goals are achieved. It includes processes for strategic planning, strategy execution, performance measurement, and performance management. Performance measurement evaluates results, while performance management takes action on results and ensures targets are met. CPM supports organizations in successfully executing business strategy and improving performance through measurement, evaluation, and corrective actions.
The Distinction Between Business Intelligence (BI) and Corporate Performance ...Mika Aho
Corporate Performance Management (CPM) is often referred as the next generation of Business Intelligence (BI). Yet, not much academic research exists in the area,
and especially in its relationships to other interrelated concepts such as performance management (PM), performance measurement, and data warehousing.
The presentation discusses the differences and similarities between BI, PM and CPM, and the new advancements that CPM brings
to BI. It also introduces a pyramid that links the interrelated concepts together.
The future and trends in corporate performance managementeCraft Referre
The second part of the program series Business Insight was held 17.3.2016. Robert S. Hull, Founder and Chairman of Adaptive Insights, started by sharing his view on the future and trends in corporate performance management.
The document discusses Oracle's FDMEE (FDM Enterprise Edition), which replaced the classic FDM and ERPi data integration tools in Oracle EPM version 11.1.2.3. FDMEE can integrate data from various sources like ERP systems, databases, and files into EPM applications like Oracle Hyperion Planning. It has the functions of both classic FDM and ERPi and uses the Oracle Data Integrator engine. The document then provides a tutorial on using FDMEE to load data from a text file into an Oracle Hyperion Planning application in three parts - concepts, configuration and definition, and execution.
Gartner: The BI, Analytics and Performance Management FrameworkGartner
Further information on BI is available at www.gartner.com. Gartner will also host its Business Intelligence Summit 2011, 31 Jan- 1 Feb, London. More information at www.europe.gartner/bi.
A Capability Maturity Model for Corporate Performance Management, an Empirica...Mika Aho
Presents a Capability Maturity Model (CMM) for assessing the maturity of Corporate Performance Management (CPM) within an organization.
The CPM maturity development process was studied in five case companies where the author participated into CPM projects in a various consultation roles. Through a literature study and the development process in each company, the author has made observations, and has identified the key components, factors, and levels of a CPM maturity.
The findings of this study further extend the CPM research providing a deeper understanding of the process, components, and levels of CPM maturity. The conference paper also provides organizations with an understanding about CPM and its potential value. The model provides a quick way for organizations to gauge where their CPM initiative is now and where it needs to go next.
Provides an overview of the problems Finance professionals face, the solution Host Analytics provides, and why the cloud provides the best delivery model and support for future growth.
This document discusses ElegantJBI's corporate performance management solutions. It highlights how balanced scorecards can help companies align strategy, translate plans into action, and leverage perspectives at different organizational levels. ElegantJBI's solutions provide features like impact and sensitivity analysis, strategy maps, performance history and trend tracking to help companies monitor and improve performance. Mobile access is also offered to empower users with real-time performance management from any location.
- Business performance solutions (BPS) software revenues are forecast to grow from $2 billion in 2008 to $3.2 billion in 2012, a compound annual growth rate of 12.7%.
- Six large vendors dominate the market, while business intelligence, ERP, and pure-play vendors offer alternatives.
- Strategy and performance measurement solutions have the highest forecasted growth rate at 18% due to increased focus on formalizing performance measurement processes.
G A InfoMart Cognos TM1 planning budgeting-forecasting solutionGA InfoMart Ltd
The document discusses financial performance management and enterprise planning solutions. It outlines challenges such as uncertainty, disparate systems, and business risks. The solutions aim to improve planning, forecasting and budgeting through integrated platforms that support driver-based planning, rolling forecasts, scenario modeling, and analytics. Case studies show how various companies leveraged the solutions to accelerate budgeting, improve reporting and reduce costs.
The document discusses assessing an organization's readiness for business intelligence (BI). It defines BI and outlines key considerations like having executive sponsorship, realistic expectations, and dealing with data quality issues. The assessment process should deliver a high-level implementation plan, RFP, BI roadmap, skills gap analysis, and learning plan. Organizations are encouraged to put these deliverables in place to help ensure BI success.
Forrester, one of the most prestigious market research firms, evaluated 10 most important BPM Suites suppliers using 59 criteria which reflect the main requirements of organizations that realize large-sized BPM initiatives.
A Critical Success Factors Model For Enterprise Resource Planning ImplementationJoko Sriyanto
This document discusses a critical success factors model for enterprise resource planning (ERP) system implementations. It proposes a framework with strategic and tactical critical success factors. The strategic factors include legacy systems, business vision, ERP strategy, top management support, and project schedules/plans. The tactical factors include client consultation, personnel, business process change, software configuration, client acceptance, communication, monitoring/feedback, and troubleshooting. The framework is intended to help managers develop an ERP implementation strategy and identify important factors that influence implementation outcomes.
The Forrester Wave Enterprise Business Intelligence Platforms, Q3 2008Cezar Cursaru
SAS was among the select companies that Forrester invited to participate in its 2008 Forrester Wave report, The Forrester Wave: Enterprise Business Intelligence Platforms, Q3 2008. In this evaluation, SAS was cited as a leader in Enterprise Business Intelligence Platforms.
Enterprise Business Intelligence From Erp Systems V3guest3be51a
This document discusses strategies for extracting enterprise business intelligence from ERP systems. It covers challenges in providing useful enterprise information, the importance of business value alignment, metrics alignment, and leveraging canonical data integration to enable BI from multiple data sources. Key lessons include starting with business objectives, defining actionable metrics, addressing data quality issues, and gaining stakeholder buy-in through communication and demonstration of business value.
The Performance Conference will be held May 3-5, 2011 in Chicago, IL. It will feature 12 comprehensive tracks on strategies for driving growth, sustaining results, managing organizational performance, and more. Business executives from various industries will gather to explore ways to overcome challenges in business performance, discover innovations in performance management, process improvement, customer experience, and business intelligence. The conference will focus on performance management systems, measures, metrics, employee performance, and customer experience. Attendees will include C-level executives, directors, managers, analysts, and others involved in business planning, corporate performance, and strategy execution from industries such as financial services, retail, healthcare, technology, and more.
20090901 London Enterprise Session V3 ColourRogerBurlton
The document provides an overview of business process architecture and why it is important. It defines a business process architecture as a set of models and documents that describe an organization's business processes, their relationships, and how they align with strategic goals. The document discusses modeling enterprise processes, defining performance measures, establishing process governance, and aligning capabilities. It emphasizes that a business process architecture helps ensure enterprise processes support strategic intent and stakeholders.
Our Company Overview -- iBusiness Solutionstbrands
iBusiness Solutions is a business performance management consulting firm founded in 1999 that seeks to become a trusted advisor through solutions like accountability dashboards, customer analytics, and supply chain management. The firm brings over 18 years of industry experience and helps clients realize benefits through implementing solutions that integrate people, processes, and data to drive business performance. iBusiness Solutions emphasizes data visualization and management in its work to provide insights into key business metrics and optimize resource use through performance management frameworks.
The document summarizes a Forrester report evaluating 11 leading business process management (BPM) suite vendors. The report finds that Pegasystems and Appian lead in offering the best combination of features for business and technical roles driving process improvement. IBM, Software AG, and Savvion are also leaders. Oracle, Global 360, HandySoft, and Fujitsu are strong performers. The economic downturn increased demand for BPM suites to boost productivity and efficiency. Recent consolidation in the BPM market has pushed suites to a new level of maturity, giving businesses more options while combining process, rules, and events capabilities.
TPC is a management consultancy focused on business intelligence solutions with hubs in the UK and Prague. They provide expert data and strategy consulting services to businesses of all sizes. TPC's services include outsourcing reporting and data management needs, providing consultant placements for specific projects, and managing projects end-to-end. They work with clients to understand their BI needs and develop sustainable, risk-reducing solutions aligned with business goals.
Transforming PMO Success with AI - Discover OnePlan Strategic Portfolio Work ...OnePlan Solutions
Your Project Management Office (PMO) faces a daunting task. You need to align project portfolios with strategic business objectives, all while optimizing resource allocation and maximizing ROI. Traditional, static approaches to managing work are a potential liability in a world full of fast-paced change and unforeseen disruptions. That’s why we developed OnePlan’s AI-powered Strategic Portfolio and Work Management Platform.
Attend this webinar to see the cutting-edge capabilities of OnePlan’s Strategic Portfolio Management solution. Learn how OnePlan can help you leverage the power of artificial intelligence to transform how you plan, execute, and analyze your project portfolios. Discover how aligning all work with business strategies can help you more effectively adapt to the inevitable changes and disruptions in real-time.
TPC is a management consultancy focused on business intelligence solutions with hubs in the UK and Prague. They provide expert data and strategy consulting services to businesses of all sizes. TPC's services include outsourcing reporting/data management needs, placing individual consultants with clients, and providing project management teams. They work both as a lead consultancy on small bids and as a subcontractor providing specialists to larger firms.
This document summarizes the offerings of Veracitiz, a consulting firm specializing in performance management solutions. It provides an overview of their Cognos-based products and services including TM1, Enterprise Planning, BI Suite and Controller. It also includes case studies on implementing TM1 for a cement company's financial planning, health checkups for an IT company, and consulting for a financial institution. Veracitiz focuses on process optimization and aims to maximize return on investment for clients through their IBM-authorized solutions and global implementation methodology.
Business Intelligence: Performance Management AXIS, Q1, 2009telcobiaas
This document provides an overview of performance management and key barriers to its success. It discusses how best-in-class companies focus on agility, growth, and bottom-line results through defining, tracking, and taking action on key performance indicators. The document also introduces Aberdeen's AXIS methodology for evaluating performance management software vendors and provides snapshots of four top vendors: Dundas, Microsoft, Oracle, and QlikTech.
The document provides an overview of performance management software and key performance indicators (KPIs). It discusses how top-performing companies focus on KPIs across financial, customer, process, and organizational areas to improve agility, growth, and bottom-line results. The document also identifies common barriers to successful performance management initiatives such as data quality issues and a lack of easy-to-use tools. It analyzes the performance of vendors in the space such as Dundas, Microsoft, Oracle, and QlikTech and provides recommendations for companies looking to select a performance management solution.
This document provides an overview and agenda for a presentation on successful IT business integration. Some key points:
1. It discusses the challenges facing IT and business executives in a difficult economic environment with flat IT budgets and increased pressure to demonstrate value.
2. Statistics are presented on top business and technology priorities from a Gartner survey, showing business process improvement and business intelligence as the top priorities.
3. An approach is outlined to transform organizations through self-assessment, defining strategic outcomes, and using balanced scorecards to drive change and close competency gaps.
4. The importance of IT business alignment, governance, and moving from an operational to strategic focus is emphasized to support business goals.
The webinar discussed how SAP BusinessObjects Planning and Consolidation (BPC) can help organizations improve their budgeting processes. It highlighted common issues with manual budgeting in Excel and how BPC provides a unified interface, business rules, processes and administration. The presentation included a demonstration of BPC's analytical abilities, drill down functionality, budget review and approval processes, and ability to publish results online. It also outlined a three stage approach to implementing BPC and quick wins, and shared analyst opinions that SAP is a market leader in performance management tools.
David Beard
CRM Evangelist - Sage CRM Solutions
"With over 10 years involvement in business analyst & project management roles for a variety of companies in the IT, telecommunications & banking sectors, David brings a wealth of experience in helping companies define what a customer means and how best to interact - across both cultural & systemic contexts"
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It discusses key trends in the market including continued spending by organizations of all sizes, stronger growth in advanced analytics vs query/reporting, and the evolving definition of BI software. It provides revenue and market share data for 2008 and growth rates for 2006-2008 for major vendors like SAP, SAS, IBM, Oracle and Microsoft. Specialty vendors still occupy 30% of the market.
This document summarizes a business case for strategy management solutions. It finds that strategy management solutions are a priority investment that can help companies effectively define objectives, associated indicators, and the strategies required to meet objectives. It lists benefits for both business and IT processes. The document then provides context by distinguishing strategy management solutions from other types of solutions like investment portfolio management, data integration, risk management, business intelligence, and predictive analysis.
This document summarizes key points about credit card issuer fraud management from a report by Mercator Advisory Group. It finds that while direct credit card fraud losses for issuers have remained relatively stable at around $1 billion annually, total costs of fraud related to credit cards in the US may exceed $16 billion once indirect costs are accounted for. Purposeful data breaches that steal payment card information present ongoing challenges as they fuel a black market for stolen card data. While enterprise fraud management solutions aim to address fraud across multiple products, organizational barriers remain for issuers in implementing more holistic fraud prevention strategies.
SAS provides business intelligence software and services to help customers make better, faster decisions. Their solutions include the SAS Enterprise Intelligence Platform for data integration, management, and analysis, as well as industry and line-of-business specific intelligence solutions. SAS aims to give customers the power to access relevant information throughout the enterprise and improve sustainable performance. Independent analysts recognize SAS as a leader in the business intelligence market.
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3. Enterprise fraud management solutions aiming to leverage data across multiple products may provide improved detection, but organizational barriers remain as issuers seek added value from multi-product implementations.
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Business Performance Solutions Clash Of The Titans The Market Remains Vibrant Following Vendor Consolidation
1. January 20, 2009
Business Performance Solutions:
Clash Of The Titans
by Paul D. Hamerman
for Business Process & Applications Professionals
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