Proformative presents EITF 08-1 and 09-3, Reporting Implications and Revenue Recognition Roadmap. Special thanks Joe Talley, Partner, Deloitte.
To download full presentation, visit http://bit.ly/cibS97
The document provides details on Meritor's FY 2007 second quarter earnings and performance update. It reports earnings of $0.17 per share from continuing operations before special items. It also lowers full-year EPS guidance to a range of $0.70 to $0.80 due to softer demand. Additionally, it outlines Meritor's Performance Plus initiative to achieve $150 million in savings by 2009 through restructuring and cost reductions.
This document outlines the key topics and tools covered in a module on operations management decision-making. It includes an introduction to decision trees, decision tables, and the three types of decision-making environments: uncertainty, risk, and certainty. Formulas for expected monetary value, maximum, minimum and equally likely choices under uncertainty are provided. The document concludes with learning objectives and examples of using decision trees to evaluate sequential and ethical decisions.
ECR Europe Forum '05. Case Study L'Oréal - AsdaECR Community
This document summarizes a case study on primary success factors for effective category management. It identifies four key factors: 1) willingness to innovate and change, 2) creation of shopper value, 3) collaborative understanding of partners' businesses through information sharing, and 4) aligned goals, objectives, measures, and incentives. It then provides examples of how these factors were measured in collaboration between manufacturers and retailers.
The document provides an overview of the Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009. The study aims to determine if Alberta is competitive for investment in the natural gas and conventional oil sectors. Key steps in the study include collecting data from industry, analyzing factors of competitiveness, engaging stakeholders, and developing conclusions and recommendations. The project will analyze economic and financial aspects of investment competitiveness through interviews, workshops, and focus groups with government, industry, and financial sectors.
The document summarizes the agenda and presentations for Celanese Corporation's 2007 Investor Day. The agenda included presentations on Celanese's business segments and strategies for growth, operational excellence, and value creation. Celanese aimed to pursue premier performance and deliver superior value creation through industry-leading growth and a geographically balanced global position across diversified end markets.
Avery Dennison held an investor meeting on March 6, 2007 to discuss the company's business segments and growth strategies. The meeting focused on Pressure sensitive materials, Office and Consumer Products, and Retail Information Services. For pressure sensitive materials, growth opportunities included emerging markets, new applications in beverage labeling, and increased penetration in durable goods labeling driven by RFID adoption. For office products, the strategy centered around growing branded printable media through new product features, marketing programs, and category expansion. Overall, Avery Dennison aims to deliver above-average returns through attractive end markets, innovation, and strategic advantage in key regions.
at ADAPT: AgileEVM Delivering Value within Constrained SystemsBrent Barton
The document discusses Agile Earned Value Management (AgileEVM) as an approach to integrate earned value management with Agile project management frameworks. It describes some of the challenges with applying traditional EVM to Agile projects due to its reliance on fully defined requirements upfront. AgileEVM uses planning packages to forecast future work that is not yet fully defined and refines the plans as more details become known. It also focuses on delivering working software in short iterations rather than intermediate work products.
The document provides details on Meritor's FY 2007 second quarter earnings and performance update. It reports earnings of $0.17 per share from continuing operations before special items. It also lowers full-year EPS guidance to a range of $0.70 to $0.80 due to softer demand. Additionally, it outlines Meritor's Performance Plus initiative to achieve $150 million in savings by 2009 through restructuring and cost reductions.
This document outlines the key topics and tools covered in a module on operations management decision-making. It includes an introduction to decision trees, decision tables, and the three types of decision-making environments: uncertainty, risk, and certainty. Formulas for expected monetary value, maximum, minimum and equally likely choices under uncertainty are provided. The document concludes with learning objectives and examples of using decision trees to evaluate sequential and ethical decisions.
ECR Europe Forum '05. Case Study L'Oréal - AsdaECR Community
This document summarizes a case study on primary success factors for effective category management. It identifies four key factors: 1) willingness to innovate and change, 2) creation of shopper value, 3) collaborative understanding of partners' businesses through information sharing, and 4) aligned goals, objectives, measures, and incentives. It then provides examples of how these factors were measured in collaboration between manufacturers and retailers.
The document provides an overview of the Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009. The study aims to determine if Alberta is competitive for investment in the natural gas and conventional oil sectors. Key steps in the study include collecting data from industry, analyzing factors of competitiveness, engaging stakeholders, and developing conclusions and recommendations. The project will analyze economic and financial aspects of investment competitiveness through interviews, workshops, and focus groups with government, industry, and financial sectors.
The document summarizes the agenda and presentations for Celanese Corporation's 2007 Investor Day. The agenda included presentations on Celanese's business segments and strategies for growth, operational excellence, and value creation. Celanese aimed to pursue premier performance and deliver superior value creation through industry-leading growth and a geographically balanced global position across diversified end markets.
Avery Dennison held an investor meeting on March 6, 2007 to discuss the company's business segments and growth strategies. The meeting focused on Pressure sensitive materials, Office and Consumer Products, and Retail Information Services. For pressure sensitive materials, growth opportunities included emerging markets, new applications in beverage labeling, and increased penetration in durable goods labeling driven by RFID adoption. For office products, the strategy centered around growing branded printable media through new product features, marketing programs, and category expansion. Overall, Avery Dennison aims to deliver above-average returns through attractive end markets, innovation, and strategic advantage in key regions.
at ADAPT: AgileEVM Delivering Value within Constrained SystemsBrent Barton
The document discusses Agile Earned Value Management (AgileEVM) as an approach to integrate earned value management with Agile project management frameworks. It describes some of the challenges with applying traditional EVM to Agile projects due to its reliance on fully defined requirements upfront. AgileEVM uses planning packages to forecast future work that is not yet fully defined and refines the plans as more details become known. It also focuses on delivering working software in short iterations rather than intermediate work products.
Sogeti Webinar Effective Test Process Improvement 220709Sogeti Ireland
This webinar presentation briefly covered TPI and TMMi and their usefulness as process assessment frameworks. However, the main thrust of the talk was to present a proven and pragmatic way to do process improvement that gets senior management commitment AND buy-in from project practitioners.
Lear Corporation reported first quarter 2007 financial results with improved operating performance and an updated outlook for 2007, while continuing global restructuring initiatives and expanding their presence in Asia. First quarter results were positively impacted by new global business wins and cost performance, but negatively impacted by lower North American production volumes. Reported results included various one-time costs and gains related to restructuring actions, divestitures, and the proposed merger transaction.
Strategy & Tactics for State Owned Enterprises. Christoph LenhartzcommonsenseLT
The document discusses strategies and tactics for state-owned enterprises (SOEs). It notes that SOEs have financial, strategic, political, and social goals, such as controlling resources/infrastructure or providing essential non-profitable services. SOEs face the challenge of meeting growing demands with limited resources. They also navigate tensions between obligations to stakeholders like generating profits, paying dividends, and achieving strategic goals. The document advocates for SOEs to focus on satisfying stakeholders through excellence in operations, financial performance, and employee/customer satisfaction.
The document outlines a chapter about the design of goods and services. It discusses key topics like product strategy options, product life cycles, product development, and defining products. The learning objectives are to understand concepts such as the product life cycle, product development systems, time-based competition, and how products and services are defined. It also provides examples of companies that implement different product strategies.
This document outlines a PowerPoint presentation on linear programming. It discusses requirements for linear programming problems such as having an objective function and constraints. It provides examples of formulating linear programming problems, including using the Shader Electronics example to determine the product mix that maximizes profit. Graphical solution methods like the iso-profit line method and corner-point method are described. The document also covers sensitivity analysis and how changes to constraints can impact the optimal solution. Solving minimization problems, and applying linear programming to production mix, diet, and labor scheduling examples are also outlined.
FedEx uses a central hub concept for its location strategy. This enables the company to service more locations with fewer aircraft by matching aircraft flights with package loads. It also reduces delays and mishandling by maintaining total control of packages from pickup to delivery. Some key factors that affect location decisions for companies include labor productivity, exchange rates, costs, political risks, proximity to markets and suppliers, and service strategies of competitors.
The document is an agenda for the Gartner Digital Workplace Summit 2015 occurring on September 21-22 in London. It outlines the schedule over the two days which includes tutorials, keynote speeches, panels, workshops and roundtables on various topics related to the digital workplace such as mobile collaboration, the consumerization of software, employee experience, and building business cases. Refreshment breaks and lunch will be provided in the Solution Showcase area. The agenda provides timing, speaker names and session titles for over 60 sessions across the two days of the event.
This document discusses using the Goal Question Metric (GQM) methodology to manage a CMMI initiative through metrics. It begins by noting that two-thirds of change initiatives fail due to issues like lack of alignment and quantitative rigor. It then introduces GQM as a way to translate high-level goals into specific questions and metrics. Examples are provided mapping goals around budget control, quality, project management, and process institutionalization into sample questions and metrics. The document advocates defining performance targets and aggregating metrics into a program dashboard for improved initiative visibility, communication, and readiness assessments.
The document discusses metrics for measuring the effectiveness of online advertising campaigns. It notes that while clicks are commonly measured, clicks alone do not capture the full impact on brand awareness and engagement. Effective measurement of online advertising ROI requires analyzing both quantitative metrics like clicks, impressions, and sales as well as qualitative metrics that assess community, engagement, reputation, and brand impact over time. Both branding and direct response campaigns benefit from measurement approaches that consider multiple online metrics.
The document proposes restructuring the Virginia Education Association (VEA) field organization into regional structures. It would reduce the number of field managers from 4 to 2 and establish self-directed regional teams. Each region would develop a strategic plan and have a UniServ coordinator. UniServ directors would specialize in areas like teaching and learning or government relations. The changes aim to resolve capacity issues and better serve members.
Estimating agile projects and the role of the project managerTerkelTolstrup
The document discusses agile project estimation and the role of the project manager. It describes how agile teams use techniques like planning poker and story points to estimate projects, and continuously re-estimate throughout the process. The project manager's role is to focus on realizing value from releases, prioritizing the backlog, stakeholder management, and ensuring resources to achieve the overall vision. When multiple teams are involved, the project manager acts more like a product owner for product owners.
How do you know your software project is doing the right thing? Lean metrics for keeping the course, based on a lean software vision canvas. Presented in Agile Day Riga, May 25 2016.
The current economic climate, with its increased level of competition, market consolidations, offshoring, and outsourcing landscape shifts, as well as disruptive technologies and increased regulations, is imposing enormous pressure on insurance firms.
Now more than ever, the insurance business demands major cost reductions, increased speed to market and the need to mitigate delivery risk
The document discusses business process management (BPM) business value and case studies. It introduces Dr. Matthias Ziegler from Accenture and Jürgen Kress from Oracle who will discuss identifying and delivering high value through BPM. Example case studies include using BPM at a retail company to reduce product returns and at a justice ministry to track citizen request lead times.
Information Rich, Knowledge Poor: Overcoming Insurers’ Data ConundrumDeloitte United States
The ability to effectively harvest and harness data across the enterprise is quickly emerging as a competitive differentiator in the financial services industry. In the insurance sector specifically, a number of pioneers are already making healthy strides toward mastering information management, but for most companies that have not yet fully invested in this transformation, growing market mania around "Big Data" and looming regulatory changes that demand increased data transparency continue to generate considerable anxiety.
While many insurers have already spent and continue to spend heavily on core-system and technology modernization, most still find their efforts have fallen short of expectations and needs when it comes to information management. If data is expected to be realized as a strategic asset, insurers can no longer continue to merely tweak existing systems and business models to clear this data management hurdle.
However, operationalizing information management enterprise-wide is neither an easy nor short-term exercise, as demonstrated by programs already under way at companies that have pioneered the effort. But for many, the potential benefits to be derived from successfully organizing, governing, consuming and analyzing available data assets — both internal and external — are likely well worth the investment.
Still, to achieve holistic data fluency, optimize data exploitation and realize a positive ROI, insurers will need to dismantle numerous roadblocks embedded in their current infrastructure, hardware and software, corporate culture, and business models.
Information rich, knowledge poor explores challenges and potential solutions to mastering information management and realizing data as a strategic asset.
Accenture underwent a transformation of its IT organization beginning in 2000 to align with its business strategy and enable global growth. Key steps included establishing central IT governance, implementing an ERP system on SAP, outsourcing infrastructure internally, and enhancing collaboration tools. As a result, IT costs declined substantially as a percentage of revenue and per employee despite a doubling in staff and revenue growth. The transformation program saved $3.5 billion against $1 billion invested, delivering a 300% return on investment.
The future of the business landscape: What's in store for companies?Deloitte United States
The document discusses how the future business landscape will involve both fragmentation and concentration. Fragmentation refers to the rise of many smaller players addressing niche needs through customization and specialization. Concentration refers to large consolidated players focusing on single activities like logistics or infrastructure at large scale. These trends will coexist and reinforce each other. Fortune 500 companies will need to focus on scale/scope roles like platforms, infrastructure, or agents to enable growth in this changing environment.
CA Technologies and Deloitte: Unleash and Protect your Business with Identity...CA Technologies
The document discusses identity and access management (IAM) solutions from CA Technologies and Deloitte to help organizations balance business growth and security. It describes the disappearing traditional network perimeter and need for a holistic IAM approach. Key solutions discussed include identity management, privileged identity management, advanced authentication, and mobile/cloud security. Case studies show how these solutions helped a tire company manage user access and a government agency implement a new application securely.
Anaplan and Deloitte webinar: The fundamentals of zero-based budgetingAnaplan
Executives are re-embracing zero-based budgeting (ZBB) to empower department leads to take control and ownership of their budgets in order to reduce unnecessary costs and rationalize activities throughout the value chain. However, without the right tools in place, completing a full ZBB cycle can be challenging for many organizations.
Join Anaplan as we host a webinar featuring Ed Majors and Ron Dimon from Anaplan partner, Deloitte. They will discuss how to successfully deploy ZBB and embrace cost management as a strategic play.
This eBook helps you analyze and calculate the ROI of your IT process automation project:
Plan your ROI strategy
Quantify savings and costs
Perform ROI calculations
Estimate soft benefits
Impact investing - which helps address social and/or environmental problems while also turning a profit - could unlock substantial for-profit investment capital to complement philanthropy in addressing pressing social challenges.
This presentation, given at the inaugural Global Impact Investing Network Investor Forum, discusses the priority barriers in scaling for-impact enterprises and examples of innovative acceleration platforms currently operating within the space.
Strategic IT transformation at accentureSajal Gupta
Arthur Anderson was the original parent company of Accenture until 2001 when it separated and rebranded. When Accenture separated, it faced challenges with a patchwork of legacy applications that did not interconnect between offices. Accenture transformed its IT philosophy to treat IT as a business, focus on customer needs, and benchmark service levels. It selected single vendor partners like Microsoft, SAP, and HP to standardize platforms and realized cost savings from consolidating servers and applications. Accenture also established an global delivery network to outsource 86% of its IT functions and reduce costs through standardized processes and leveraging locations with lower costs. The transformation resulted in reduced IT spending per employee by 60% and as a percentage of revenue
Sogeti Webinar Effective Test Process Improvement 220709Sogeti Ireland
This webinar presentation briefly covered TPI and TMMi and their usefulness as process assessment frameworks. However, the main thrust of the talk was to present a proven and pragmatic way to do process improvement that gets senior management commitment AND buy-in from project practitioners.
Lear Corporation reported first quarter 2007 financial results with improved operating performance and an updated outlook for 2007, while continuing global restructuring initiatives and expanding their presence in Asia. First quarter results were positively impacted by new global business wins and cost performance, but negatively impacted by lower North American production volumes. Reported results included various one-time costs and gains related to restructuring actions, divestitures, and the proposed merger transaction.
Strategy & Tactics for State Owned Enterprises. Christoph LenhartzcommonsenseLT
The document discusses strategies and tactics for state-owned enterprises (SOEs). It notes that SOEs have financial, strategic, political, and social goals, such as controlling resources/infrastructure or providing essential non-profitable services. SOEs face the challenge of meeting growing demands with limited resources. They also navigate tensions between obligations to stakeholders like generating profits, paying dividends, and achieving strategic goals. The document advocates for SOEs to focus on satisfying stakeholders through excellence in operations, financial performance, and employee/customer satisfaction.
The document outlines a chapter about the design of goods and services. It discusses key topics like product strategy options, product life cycles, product development, and defining products. The learning objectives are to understand concepts such as the product life cycle, product development systems, time-based competition, and how products and services are defined. It also provides examples of companies that implement different product strategies.
This document outlines a PowerPoint presentation on linear programming. It discusses requirements for linear programming problems such as having an objective function and constraints. It provides examples of formulating linear programming problems, including using the Shader Electronics example to determine the product mix that maximizes profit. Graphical solution methods like the iso-profit line method and corner-point method are described. The document also covers sensitivity analysis and how changes to constraints can impact the optimal solution. Solving minimization problems, and applying linear programming to production mix, diet, and labor scheduling examples are also outlined.
FedEx uses a central hub concept for its location strategy. This enables the company to service more locations with fewer aircraft by matching aircraft flights with package loads. It also reduces delays and mishandling by maintaining total control of packages from pickup to delivery. Some key factors that affect location decisions for companies include labor productivity, exchange rates, costs, political risks, proximity to markets and suppliers, and service strategies of competitors.
The document is an agenda for the Gartner Digital Workplace Summit 2015 occurring on September 21-22 in London. It outlines the schedule over the two days which includes tutorials, keynote speeches, panels, workshops and roundtables on various topics related to the digital workplace such as mobile collaboration, the consumerization of software, employee experience, and building business cases. Refreshment breaks and lunch will be provided in the Solution Showcase area. The agenda provides timing, speaker names and session titles for over 60 sessions across the two days of the event.
This document discusses using the Goal Question Metric (GQM) methodology to manage a CMMI initiative through metrics. It begins by noting that two-thirds of change initiatives fail due to issues like lack of alignment and quantitative rigor. It then introduces GQM as a way to translate high-level goals into specific questions and metrics. Examples are provided mapping goals around budget control, quality, project management, and process institutionalization into sample questions and metrics. The document advocates defining performance targets and aggregating metrics into a program dashboard for improved initiative visibility, communication, and readiness assessments.
The document discusses metrics for measuring the effectiveness of online advertising campaigns. It notes that while clicks are commonly measured, clicks alone do not capture the full impact on brand awareness and engagement. Effective measurement of online advertising ROI requires analyzing both quantitative metrics like clicks, impressions, and sales as well as qualitative metrics that assess community, engagement, reputation, and brand impact over time. Both branding and direct response campaigns benefit from measurement approaches that consider multiple online metrics.
The document proposes restructuring the Virginia Education Association (VEA) field organization into regional structures. It would reduce the number of field managers from 4 to 2 and establish self-directed regional teams. Each region would develop a strategic plan and have a UniServ coordinator. UniServ directors would specialize in areas like teaching and learning or government relations. The changes aim to resolve capacity issues and better serve members.
Estimating agile projects and the role of the project managerTerkelTolstrup
The document discusses agile project estimation and the role of the project manager. It describes how agile teams use techniques like planning poker and story points to estimate projects, and continuously re-estimate throughout the process. The project manager's role is to focus on realizing value from releases, prioritizing the backlog, stakeholder management, and ensuring resources to achieve the overall vision. When multiple teams are involved, the project manager acts more like a product owner for product owners.
How do you know your software project is doing the right thing? Lean metrics for keeping the course, based on a lean software vision canvas. Presented in Agile Day Riga, May 25 2016.
The current economic climate, with its increased level of competition, market consolidations, offshoring, and outsourcing landscape shifts, as well as disruptive technologies and increased regulations, is imposing enormous pressure on insurance firms.
Now more than ever, the insurance business demands major cost reductions, increased speed to market and the need to mitigate delivery risk
The document discusses business process management (BPM) business value and case studies. It introduces Dr. Matthias Ziegler from Accenture and Jürgen Kress from Oracle who will discuss identifying and delivering high value through BPM. Example case studies include using BPM at a retail company to reduce product returns and at a justice ministry to track citizen request lead times.
Information Rich, Knowledge Poor: Overcoming Insurers’ Data ConundrumDeloitte United States
The ability to effectively harvest and harness data across the enterprise is quickly emerging as a competitive differentiator in the financial services industry. In the insurance sector specifically, a number of pioneers are already making healthy strides toward mastering information management, but for most companies that have not yet fully invested in this transformation, growing market mania around "Big Data" and looming regulatory changes that demand increased data transparency continue to generate considerable anxiety.
While many insurers have already spent and continue to spend heavily on core-system and technology modernization, most still find their efforts have fallen short of expectations and needs when it comes to information management. If data is expected to be realized as a strategic asset, insurers can no longer continue to merely tweak existing systems and business models to clear this data management hurdle.
However, operationalizing information management enterprise-wide is neither an easy nor short-term exercise, as demonstrated by programs already under way at companies that have pioneered the effort. But for many, the potential benefits to be derived from successfully organizing, governing, consuming and analyzing available data assets — both internal and external — are likely well worth the investment.
Still, to achieve holistic data fluency, optimize data exploitation and realize a positive ROI, insurers will need to dismantle numerous roadblocks embedded in their current infrastructure, hardware and software, corporate culture, and business models.
Information rich, knowledge poor explores challenges and potential solutions to mastering information management and realizing data as a strategic asset.
Accenture underwent a transformation of its IT organization beginning in 2000 to align with its business strategy and enable global growth. Key steps included establishing central IT governance, implementing an ERP system on SAP, outsourcing infrastructure internally, and enhancing collaboration tools. As a result, IT costs declined substantially as a percentage of revenue and per employee despite a doubling in staff and revenue growth. The transformation program saved $3.5 billion against $1 billion invested, delivering a 300% return on investment.
The future of the business landscape: What's in store for companies?Deloitte United States
The document discusses how the future business landscape will involve both fragmentation and concentration. Fragmentation refers to the rise of many smaller players addressing niche needs through customization and specialization. Concentration refers to large consolidated players focusing on single activities like logistics or infrastructure at large scale. These trends will coexist and reinforce each other. Fortune 500 companies will need to focus on scale/scope roles like platforms, infrastructure, or agents to enable growth in this changing environment.
CA Technologies and Deloitte: Unleash and Protect your Business with Identity...CA Technologies
The document discusses identity and access management (IAM) solutions from CA Technologies and Deloitte to help organizations balance business growth and security. It describes the disappearing traditional network perimeter and need for a holistic IAM approach. Key solutions discussed include identity management, privileged identity management, advanced authentication, and mobile/cloud security. Case studies show how these solutions helped a tire company manage user access and a government agency implement a new application securely.
Anaplan and Deloitte webinar: The fundamentals of zero-based budgetingAnaplan
Executives are re-embracing zero-based budgeting (ZBB) to empower department leads to take control and ownership of their budgets in order to reduce unnecessary costs and rationalize activities throughout the value chain. However, without the right tools in place, completing a full ZBB cycle can be challenging for many organizations.
Join Anaplan as we host a webinar featuring Ed Majors and Ron Dimon from Anaplan partner, Deloitte. They will discuss how to successfully deploy ZBB and embrace cost management as a strategic play.
This eBook helps you analyze and calculate the ROI of your IT process automation project:
Plan your ROI strategy
Quantify savings and costs
Perform ROI calculations
Estimate soft benefits
Impact investing - which helps address social and/or environmental problems while also turning a profit - could unlock substantial for-profit investment capital to complement philanthropy in addressing pressing social challenges.
This presentation, given at the inaugural Global Impact Investing Network Investor Forum, discusses the priority barriers in scaling for-impact enterprises and examples of innovative acceleration platforms currently operating within the space.
Strategic IT transformation at accentureSajal Gupta
Arthur Anderson was the original parent company of Accenture until 2001 when it separated and rebranded. When Accenture separated, it faced challenges with a patchwork of legacy applications that did not interconnect between offices. Accenture transformed its IT philosophy to treat IT as a business, focus on customer needs, and benchmark service levels. It selected single vendor partners like Microsoft, SAP, and HP to standardize platforms and realized cost savings from consolidating servers and applications. Accenture also established an global delivery network to outsource 86% of its IT functions and reduce costs through standardized processes and leveraging locations with lower costs. The transformation resulted in reduced IT spending per employee by 60% and as a percentage of revenue
Deloitte vendavo sept 2010 - outcome based approachTheo Slaats
Vendavo Pricing Seminar Düsseldorf september 2010
Presentation by Theo Slaats, co-leader Deloitte EMEA Pricing and Profitability Management Center of Excellence
Saba - Bersin by Deloitte - Performance Management in the 21st CenturySaba Software
The document discusses reinventing and managing performance in the 21st century. It notes that traditional annual performance reviews are outdated and drive neither engagement nor performance. Many organizations now take a more agile, continuous, and development-focused approach to performance management. This involves frequent feedback, goal setting and adjusting, coaching, and recognition. While performance management software is increasingly used, current tools often do not fully support new needs like coaching tracking and socially-derived feedback. Overall organizations are shifting to a more ongoing, flexible, and simple approach focused on growth over assessment.
Debunking the myths of organizational change managementaccenture
The document debunks common myths about organizational change by summarizing research from Accenture's database of over 850,000 employees across 250 change initiatives. The research found that: (1) change is non-linear and complex rather than a straightforward linear process; (2) high-performing groups experience more frequent and faster-paced change; and (3) change exposes pre-existing organizational dysfunction rather than causing it.
Moving to the Cloud – Risk, Control, and Accounting ConsiderationsProformative, Inc.
Proformative presents Moving to the Cloud – Risk, Control, and Accounting Considerations. Special thanks to Jane Lin, Deloitte & Touche LLP.
To download full presentation, visit http://bit.ly/9jwNl2
Nya regler för redovisning av pensioner och leasingavtal får betydande effekt...FinancialReportingSE
Claes Janzon, PwC
Nya regler för redovisning av pensioner och leasingavtal får betydande effekt på företagens nyckeltal
IASB publicerar under första halvåret helt nya regler för bland annat pensioner och leasing som kommer att påverka de flesta företagens finansiella rapportering på ett väsentligt sätt. Leasingreglerna är hett omdebatterade och kritiserade och IASB har valt att backa på en del av de kritiserade förslagen, medan man föreslår helt nya ansatser på vissa områden. Många ändringar föreslås i förhållande till det utkast som publicerades så sent som i augusti 2010, men kvar står det grundläggande kravet på att alla leasingavtal ska redovisas i balansräkningen i form av tillgångar (avseende rätten att utnyttja objektet under leasingperioden) och en leasingskuld (avseende förpliktelsen att betala leasingavgifter).
När det gäller pensionsredovisning så kommer de nya reglerna att innebära stora förändringar för de flesta svenska företag då korridormetoden är vanligt förekommande i Sverige. Denna metod tas bort och istället uppställs ett krav på att omedelbart redovisa värdeförändringar på pensionsskuld och pensionsstiftelsers förmögenhet i övrigt totalresultat och balansräkning. Möjligheten att redovisa avkastning från förvaltningstillgångar begränsas också. De nya pensionsredovisningsreglerna kommer att träda i kraft från och med 1 januari 2013. Vidare diskuteras de nya förslagen kring redovisning av särskild löneskatt och avkastningsskatt som presenterats av Rådet för finansiell rapportering, och som föreslås träda ikraft 1 januari 2012.
www.financialreporting.se
This document summarizes the current state of operational risk reserves in the Australian superannuation industry. It discusses the regulatory capital requirements for superannuation trustees, the definition of operational risk reserves, and proposed changes to capital standards. Research on current industry practices found a wide range in reserve levels as a percentage of assets, members, and expenses across funds. The document concludes by considering international practices and next steps for the superannuation sector.
The document discusses developing asset management plans by focusing on service levels. It covers three modules: foundations of asset management, long range financial planning, and bringing it all together through asset management planning. The modules discuss topics like asset management principles, financial condition, service-based planning, asset condition, and capital budget prioritization. The goal is to develop asset management plans that ensure service levels are maintained through optimal investment in infrastructure assets.
This presentation shows how a company can adopt the new relative selling price method for revenue arrangements with multiple deliverables. Posted with permission from Jeffrey Werner of Werner Consulting Group.
Nordion Third Quarter Fiscal 2012 Earnings Conference CallNordion
Nordion reported third quarter 2012 earnings. Revenue was $67.1 million. Targeted Therapies revenue grew 13% year-over-year due to new TheraSphere account growth. Sterilization Technologies revenue was flat as higher Co-60 shipments in Q3 offset lower volumes. Medical Isotopes revenue declined due to planned and unplanned shutdowns of the NRU reactor impacting volumes. Nordion remains focused on establishing a leadership position in interventional oncology and maintaining value in its sterilization and medical isotopes businesses.
CNO Financial Group reported solid financial and operating results for the fourth quarter of 2011. Their businesses continued to perform well with earnings growth throughout 2011. Sales in the quarter grew 6% over the same period in 2010. The company's financial strength and credit profile also continued to improve, with statutory capital and risk-based capital increasing over 2011. CNO Financial will continue focusing on profitable organic growth by investing in agent recruiting, footprint expansion, and field management development.
This document summarizes CSX Corporation's presentation at the Citigroup Transportation Conference in November 2007. The presentation outlines CSX's positive fourth quarter revenue outlook, strong financial results, and strategies to drive earnings growth. CSX aims to achieve 10-12% annual operating income growth and a mid-low 70s operating ratio by 2010 through productivity improvements, value pricing, and total service integration.
1) CSX reported positive fourth quarter revenue outlooks for several industries including agricultural products, chemicals, coal, and metals, while noting automotive and food & consumer as neutral or unfavorable.
2) CSX has delivered strong financial results in recent years and is targeting 10-12% annual operating income growth and 15-17% annual earnings per share growth through 2010.
3) Key strategies like restructuring, productivity initiatives, and value pricing have driven margins higher, with the operating ratio goal of the mid-low 70s by 2010.
A retrospective looking at the implementation of Cost of Delay as a means to improve decision-making, improve the sense of urgency and encourage the breaking down of work as well as scheduling or prioritisation using CD3.
Establishing a Baseline for Running Cost – Potential MethodologyOswar Mungkasa
This document presents a methodology for establishing a baseline for running costs. It involves 5 steps: 1) identifying running vs non-running costs, 2) determining program length, 3) entering input costs and volumes, 4) mapping costs to expense groups, and 5) applying price parameters to expense groups for future years. Mapping inputs to groups with similar cost drivers allows for projecting prices. The methodology provides a baseline for budgeting running costs over multiple years.
Haskell & White Taming The Tidal Wave 2010.08.25Meagan Hayes
1. The convergence of US GAAP and IFRS is driving standard setters to quickly develop numerous new accounting rules that are intended to converge and improve accounting and reporting.
2. You can expect new proposed standards addressing revenue recognition, lease accounting, financial statement presentation, loss contingencies, and fair value before the end of 2011 and that the new standards may be effective as early as 2012.
3. Because so many changes are forthcoming over a relatively short period of time, it is imperative that public companies remain current on the status of each project and the related required implementation dates so they can adequately assess the potential impact of any new requirements.
A practice review is a comprehensive evaluation of a medical practice's key processes and operations. It identifies weaknesses and outlines improvement actions. Typical areas reviewed include clinical processes, practice management, information technology, and revenue cycle management. As part of a revenue cycle review, current billing performance, costs, and trends are analyzed. Key metrics like charges, adjustments, payments, and accounts receivable are examined. Benchmarks are used to identify performance gaps and guide desired outcomes.
XP Day: Using cost of delay – Joshua ArnoldJoshua Arnold
This document discusses implementing an economic decision framework using lean product development techniques at a large container logistics company. It describes piloting the approach on one portfolio to demonstrate benefits, then rolling it out more broadly. Key elements included improving prioritization based on cost of delay, breaking down work into smaller batches to smooth workflow, and limiting work in progress. An initial pilot showed benefits of $9 million from earlier delivery and $4 million from better prioritization. Refinements were needed as the approach was applied repeatedly to help the concepts stick within the organization.
This document provides an overview and cautionary statements for DMC's presentation at an industrial conference. It summarizes DMC's business segments, global presence, and financial highlights. The document also cautions readers that DMC's forward-looking statements are based on management's current assessments and involve risks and uncertainties that could cause actual results to differ materially.
Optimizing Prices of Outsourced Services | How to make benchmarking work for ...Everest Group
Pricing dynamics in the outsourcing market have witnessed a multitude of changes over the last 12 to 24 months. While enterprise buyers are looking to benchmark their current procured rates, many of them are not realizing the full benefits. In most cases, the pitfall is the quality of benchmark normalization and the lack of underlying context.
Are you saving the most you can from your outsourcing arrangement?
GEO NECF 2015 - Best Practices and Trends in Financial ReportingAndrea Huck-Esposito
Financial reporting for equity compensation is not a new topic. However, developments in the complexity of the types of awards offered combined with vagueness in guidance has resulted in an evolution of best practices in financial reporting. Attend this session and hear how best in class companies are currently handling their financial reporting as a result. Get tips for how to handle your financial reporting dilemmas—whether in a system or in excel. What’s more, hear all about the latest trends in award design that are causing financial reporting issues and how best to address these. Financial reporting for equity compensation will never be easier!
This document provides an investor quarterly update from Sprint Nextel for the 4th quarter of 2007. It includes highlights such as a decline in postpaid subscribers, pressure on postpaid monthly recurring revenue and average revenue per user, and sequential declines in adjusted operating income before depreciation and amortization from the 3rd quarter. It also outlines actions to improve the customer experience and financial position through initiatives such as reducing costs, consolidating headquarters, appointing new leadership, and emphasizing the Sprint brand and 4G technology leadership.
Similar to EITF 08-1 and 09-3, Reporting Implications and Revenue Recognition Roadmap (20)
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The performance of every organization ultimately depends on the adequacy of the information available to decision makers at the exact moment that decisions have to be made.
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Companies that continue to live in an environment of complicated, error-prone spreadsheets, and limited financial and operational visibility find themselves at a competitive disadvantage in an increasingly dynamic business environment. The good news is that there are many modern, cost-effective, financial management systems that can support, and not hinder, your company’s growth. The time to upgrade your financial management system is here, but how do you choose the right solution for your company?
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Are you giving away value? Help your employees understand and appreciate the ...Proformative, Inc.
Each year companies grant more than $110 billion in equity compensation.* But how much do employees value these awards? In this webinar, Julie Vander Veen, Head of Corporate Services in UBS Equity Plan Advisory Services, and Nina Duraiswami, research analyst for UBS's client insights team, will dive into the UBS Participant Voice survey’s findings on how participants perceive equity, and they will discuss what companies can and are doing to help their employees value these awards.
The webinar will also cover concrete steps companies can take to help. Real life case studies and examples will be used to discuss these best practices.
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The new year is always a time of change - and sales and use tax in 2015 is no exception. Hear sales tax compliance expert Shane Ratigan provide an in-depth overview to help you understand, prepare for, and get ahead of the state and federal tax changes coming your way.
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The quarterly Board book is due in 2 hours, and we just got word from the Controller that a few numbers need to be adjusted. Time to panic, right? Unfortunately, this is quite common, and many finance professionals charged with producing their company’s Board book would panic in this situation. Several Excel sheets would need to be updated, and the CEOs commentary would need revising to accurately explain the numbers. The good news is that there does not need to be a company-wide heartburn the days leading up to the Board book’s production and distribution.
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This document announces a webinar on benchmarking travel and entertainment expenses and identifying trends to improve budgeting and management of T&E spending. It provides learning objectives of benchmarking key expense categories, recognizing current and emerging automation trends. Featured speakers are the president of an expense management software company and a travel auditing and consulting firm CEO. An introduction is given for each company and statistics are presented on the size of the T&E market and how employees typically spend the budget.
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Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
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EITF 08-1 and 09-3, Reporting Implications and Revenue Recognition Roadmap
1. THE RESOURCE FOR CORPORATE FINANCE, ACCOUNTING & TREASURY PROFESSIONALS
Revenue Recognition
Update
2. THE RESOURCE FOR CORPORATE FINANCE, ACCOUNTING & TREASURY PROFESSIONALS
EITF 08-1 and 09-3: Reporting
Implications and Revenue
Recognition Roadmap
Joe Talley, Partner
Deloitte