The document summarizes findings from a global CFO study on the evolving role of finance. It finds that over 70% of CFOs see themselves in an advisory role, and around 60% believe major changes are needed in finance organizations to keep up with industry changes. It also highlights the benefits of achieving both finance efficiency through standards and providing business insight, finding the highest rewards come from excelling in both areas.
What is Going on in the GovCon Market? Benchmarks and Trends for Government C...Unanet
What is Going on in the GovCon Market? Benchmarks and Trends for Government Contractors Presented by Kim Koster, Unanet.
Uncover the insights and tips to grow your government contracting business.
* Plan & strategize for next fiscal year.
* Focus on internal control best practices and standards.
* Insights to create internal roadmaps and manage controls.
* Drive value in your overall organization.
Tendencias y mejores prácticas del Financial Performance ManagementNexolution
En el área de Finanzas existen dos roles fundamentales que son más necesarios equilibrar. En el primero debe de enfocarse en realizar una serie de controles y verificaciones. En el segundo aprovechar su amplia experiencia sobre el conocimiento de los recursos necesarios que generan un determinado nivel de ingresos.
La forma en que Finanzas encuentra este equilibrio (y muchos otros) determina en gran parte el éxito o el fracaso de la empresa.
Lo invitamos a ver nuestra presentación: “Mejores prácticas del Financial Performance Management”, donde le mostraremos de que manera encontrar el equilibrio para el éxito de la corporación alineando procesos y controles, y al mismo tiempo asesorando al negocio sobre direcciones futuras.
Leveraging Technology for a Successful Manufacturing & Distribution BusinessCitrin Cooperman
This webinar discusses how leveraging technology can help manufacturing and distribution businesses grow successfully. It provides an overview of an industry survey on the impacts of COVID-19, lessons learned, and future priorities. The webinar then covers how technology transformation, decision support, performance management, and integrated ecosystems can help businesses. It also discusses cybersecurity risks from threats like working from home, insecure apps, blockchain, AI, cloud computing and the internet of things. The webinar aims to help businesses understand technology opportunities and challenges.
The document discusses how the role of the CFO is changing and the challenges finance organizations face in providing business insights and efficiency. It notes that CFOs are taking on more advisory and decision making roles. However, many finance organizations still spend too much time on transactional activities and lack common data definitions, processes and platforms. The document proposes that a CFO dashboard can help address these challenges by providing integrated planning, predictive analytics and performance management to help CFOs control costs, anticipate changes and improve decision making.
CPOs are primarily focused on cost reduction, managing risks, and increasing cash flow to deliver value over the next 12 months. They plan to achieve this through consolidating spend, specification improvement, increased competition, and increasing supplier collaboration. However, 60% of CPOs do not believe their teams have the skills to deliver their procurement strategy. Additionally, 75% of CPOs believe procurement's role in delivering digital strategy and analytics will increase in the future.
The document summarizes the findings of the fourth survey conducted as part of The Voice of Australian Business research project. Some key findings include:
- Business confidence is beginning to weaken compared to previous surveys. Medium sized businesses are more confident about long term prospects than micro or small businesses.
- When asked about the 2016-2017 budget, around 40% of SMEs believed it would not include beneficial measures for their business. Tax simplification and corporate tax cuts were most desired.
- Over half of SMEs do not have a formal risk management process, with competitors and economic volatility viewed as the top business risks.
- Digital disruption is seen as more of an opportunity than a threat across all
Elevating the Role of the CIO to Strategic Business PartnerChangepoint
The document discusses elevating the role of the CIO to a strategic business partner. It outlines an IT investment lifecycle with key phases including capturing business demands, prioritizing projects, delivering projects to track goals, assessing impact, and communicating across the business. It notes that while many CIOs want this strategic role, few have adopted it, and C-suite peers often don't see CIOs as enabling strategic decision making. The lifecycle aims to ensure IT investments are properly prioritized and aligned to business goals and deliver value, while managing risks such as misaligned projects or goals. Future CIOs must serve as strategists, take calculated risks, manage IT portfolios, and maintain risk visibility.
What is Going on in the GovCon Market? Benchmarks and Trends for Government C...Unanet
What is Going on in the GovCon Market? Benchmarks and Trends for Government Contractors Presented by Kim Koster, Unanet.
Uncover the insights and tips to grow your government contracting business.
* Plan & strategize for next fiscal year.
* Focus on internal control best practices and standards.
* Insights to create internal roadmaps and manage controls.
* Drive value in your overall organization.
Tendencias y mejores prácticas del Financial Performance ManagementNexolution
En el área de Finanzas existen dos roles fundamentales que son más necesarios equilibrar. En el primero debe de enfocarse en realizar una serie de controles y verificaciones. En el segundo aprovechar su amplia experiencia sobre el conocimiento de los recursos necesarios que generan un determinado nivel de ingresos.
La forma en que Finanzas encuentra este equilibrio (y muchos otros) determina en gran parte el éxito o el fracaso de la empresa.
Lo invitamos a ver nuestra presentación: “Mejores prácticas del Financial Performance Management”, donde le mostraremos de que manera encontrar el equilibrio para el éxito de la corporación alineando procesos y controles, y al mismo tiempo asesorando al negocio sobre direcciones futuras.
Leveraging Technology for a Successful Manufacturing & Distribution BusinessCitrin Cooperman
This webinar discusses how leveraging technology can help manufacturing and distribution businesses grow successfully. It provides an overview of an industry survey on the impacts of COVID-19, lessons learned, and future priorities. The webinar then covers how technology transformation, decision support, performance management, and integrated ecosystems can help businesses. It also discusses cybersecurity risks from threats like working from home, insecure apps, blockchain, AI, cloud computing and the internet of things. The webinar aims to help businesses understand technology opportunities and challenges.
The document discusses how the role of the CFO is changing and the challenges finance organizations face in providing business insights and efficiency. It notes that CFOs are taking on more advisory and decision making roles. However, many finance organizations still spend too much time on transactional activities and lack common data definitions, processes and platforms. The document proposes that a CFO dashboard can help address these challenges by providing integrated planning, predictive analytics and performance management to help CFOs control costs, anticipate changes and improve decision making.
CPOs are primarily focused on cost reduction, managing risks, and increasing cash flow to deliver value over the next 12 months. They plan to achieve this through consolidating spend, specification improvement, increased competition, and increasing supplier collaboration. However, 60% of CPOs do not believe their teams have the skills to deliver their procurement strategy. Additionally, 75% of CPOs believe procurement's role in delivering digital strategy and analytics will increase in the future.
The document summarizes the findings of the fourth survey conducted as part of The Voice of Australian Business research project. Some key findings include:
- Business confidence is beginning to weaken compared to previous surveys. Medium sized businesses are more confident about long term prospects than micro or small businesses.
- When asked about the 2016-2017 budget, around 40% of SMEs believed it would not include beneficial measures for their business. Tax simplification and corporate tax cuts were most desired.
- Over half of SMEs do not have a formal risk management process, with competitors and economic volatility viewed as the top business risks.
- Digital disruption is seen as more of an opportunity than a threat across all
Elevating the Role of the CIO to Strategic Business PartnerChangepoint
The document discusses elevating the role of the CIO to a strategic business partner. It outlines an IT investment lifecycle with key phases including capturing business demands, prioritizing projects, delivering projects to track goals, assessing impact, and communicating across the business. It notes that while many CIOs want this strategic role, few have adopted it, and C-suite peers often don't see CIOs as enabling strategic decision making. The lifecycle aims to ensure IT investments are properly prioritized and aligned to business goals and deliver value, while managing risks such as misaligned projects or goals. Future CIOs must serve as strategists, take calculated risks, manage IT portfolios, and maintain risk visibility.
1) Lean methodology focuses on systematically eliminating waste from organizations. It is being adopted by more industries beyond manufacturing as a way to reduce costs while maintaining quality and customer loyalty.
2) When starting a lean transformation, it is best to first conduct a proof-of-concept by applying lean principles to critical processes over 4-5 months. This allows organizations to see results and gain leadership buy-in before a larger rollout.
3) Common mistakes include focusing too much on training without practical expertise, or applying lean too broadly without clear targets, instead of targeting critical processes that impact key financial and customer metrics.
Far from looking back over 10 years of achievement, PfH has had its sights fixed firmly on the future over the last 12 months. Following our sector wide research about commercial procurement we have been working with you to develop the services that will enable social housing providers to deliver and evidence world class procurement.
This presentation shows PfH’s vision for the next 10 years.
Presented by: Steve Malone (Procurement For Housing) at PfH Live 2014
First webinar in our mini-series based on our 2015 Global Employee Benefits Watch. Find out what the latest trends are in global benefits administration and employee engagement.
5 major opportunities awaiting manufacturers and their CFOsGrant Thornton LLP
It’s an exciting time to be in manufacturing. Revenues are on the rise, employment is up, and with potential for increased profits, today’s manufacturing CFOs understand that their role goes beyond the bottom line. A fall 2014 Grant Thornton LLP survey of 350 CFOs explored some of these burgeoning possibilities. This infographic identifies C-level insights about how to make the most of them.
Find out more about our survey at grantthornton.com/valueaddCFO.
Everything you think you know about Enterprise Performance Management is WrongTidemark Systems Inc.
The era of CFOs as gatekeepers who primarily oversaw transactions is over. To grow aggressively, companies need a modern approach to business analytics. CFOs need real-time insight, context around data, and collaboration capabilities to take their business to the next level. Real time insight from big data and modern systems give CFOs the data they need to improve decisions, reduce risk and improve performance.
Performance-based equity programs aim to drive corporate, group, and individual performance through linking equity awards to measurable performance metrics. Common metrics include total shareholder return, revenue growth, and profitability measures. Programs can take various forms, from awards triggered solely by performance to awards with vesting contingent on achieving performance thresholds. Well-designed programs with clearly defined and communicated metrics can be an effective incentive, but complex multi-year programs pose challenges to ensure goals do not motivate unintended behaviors.
Thomsons Online Benefits Breakfast Workshop - Will your benefits still engage...Thomsons Online Benefits
Are you concerned about the future appeal of your benefits scheme?
If you are unsure how the HM Revenue and Customs' proposed salary sacrifice changes will impact your benefits programme, view the slides from our invite-only breakfast workshop.
Best in Class Finance Transformation - Best Practices for the Finance FunctionProformative, Inc.
The evolution of the CFO role from controlling and reporting to strategy and support for the exec team now includes responsibility to deliver value for key stakeholders, such as investors. Top finance organizations are capable in multiple components of enterprise performance management (EPM), including strategic planning, execution, cost visibility, driver behavior, forecasting, planning, predictive analytics, ERM, and process productivity improverment (lean and Six Sigma). This workshop covers effective EPM frameworks, optimal organizational structure, talent management, leveraging technology to improve processes, and best practices for process change.
Speaker:
Birgit Starmanns, Senior Director, Solution Marketing, SAP
Presentation delivered at CFO Dimensions 2013
Workshop
Strategic Workforce Planning: The Key to Organisational SuccessThe HR Observer
Do you know the DNA of your workforce? Even if you do, how does it sync with your organisation’s core business strategy? Knowing the DNA of your workforce and syncing that info with your business strategy is the key to high performing companies. Strategic Workforce Planning helps organisations understand the talent required to deliver their strategy. Without it, you will be paying a significant cost. Ron talks about how to integrate this proven technique into your business process.
Ron Thomas, Chief Executive Officer – Gulf, Great Place to Work
3 Reasons Why You Need a Chief Renewal OfficerTSIA
Your chief renewal officer maximizes renewal of recurring revenues to ensure the impact is positive, not negative, to overall company performance. Learn more: www.tsia.com
This is the presentation from the webinar "Choosing the right HR & Benefits Technology"
This presentation will help you:
Understand major HCM and benefits trends that will affect your global approach
Build an efficient global HR & benefits technology strategy to ensure consistency of process around the world
Develop a checklist of what to look for in HR solutions to successfully evaluate your current and future technology partners
This document summarizes a webinar on building a global benefits strategy. It discusses establishing global governance over benefits, improving employee engagement, and upgrading benefits infrastructure. Regarding governance, it notes challenges like lack of centralized spend reporting and process visibility. For engagement, it stresses the need to understand employee and business perceptions of benefits. And on infrastructure, it asks whether companies can quantify administrative burdens and integrate benefits into expanding global HR systems. The goal is to move from fragmented local benefits to a coordinated global strategy.
Leaders everywhere face increasing risks for their organizations. But not all risks are created equal. And not all organizations have the same ability to measure, manage or mitigate these risks.
The document discusses a survey of 245 corporate executives that found deep dissatisfaction with their current Enterprise Performance Management (EPM) capabilities. Key gaps identified included alignment between strategy and planning, focus on key business drivers, time required for annual planning, forecasting speed and accuracy, ability to model business changes, financial reporting speed and accuracy, non-financial reporting, and integrated IT systems. The document then discusses how current systems focus more on tangible assets and current value, while future systems need to focus on current and future value from all assets, using integrated solutions.
Show me the money! Sales compensation plans that won't failOpenView
Compensation plans are extremely powerful tools for influencing Sales results...when done right!
If done incorrectly, they can back-fire, demotivate and even distract to your sales team.
In this webinar, we will address the frequently asked question, "How do I design a compensation package for my sales team?"
Sales strategy consultant Michael Hanna will discuss the 7 critical, but commonly overlooked factors for designing and implementing sales compensation plans to keep your team focused and motivated.
The document discusses different types of planning including strategic, tactical, and operational planning and highlights challenges with planning such as aligning business goals with systems plans and rapidly changing technology. It also covers different approaches to planning including formulating strategy closest to operations, testing future technologies, and putting critical infrastructure in place while allowing the strategy to unfold flexibly.
The document discusses challenges facing businesses today due to high consumer debt levels, recession, and changing payment behaviors. It outlines trends like increased regulations, technological advances, and greater mobility of debtors. The author argues that businesses can address these challenges through innovation in credit management operations, including improving data analytics, communication channels, software-as-a-service tools, and key performance indicators to stay agile and competitive. Technological improvements and optimizing processes can help businesses emerge stronger from the economic downturn.
The role of strategic planning, accounting information and advisors in the gr...Chris Catto
Slides for paper delivered at the Asia Pacific Management Accounting Association Conference, Bali Indonesia 2015.
The paper explores the relationship between Strategic planning, accounting information and the role of advisors in the growth of small to medium enterprises SMEs
progrow Strategy Implementation Services for SMEsProServ
progrow is a strategy implementation service for SME’s specifically designed to guide and facilitate the strategy development process.
More details visit https://www.i-proserv.com/strategy-implementation/
1) Lean methodology focuses on systematically eliminating waste from organizations. It is being adopted by more industries beyond manufacturing as a way to reduce costs while maintaining quality and customer loyalty.
2) When starting a lean transformation, it is best to first conduct a proof-of-concept by applying lean principles to critical processes over 4-5 months. This allows organizations to see results and gain leadership buy-in before a larger rollout.
3) Common mistakes include focusing too much on training without practical expertise, or applying lean too broadly without clear targets, instead of targeting critical processes that impact key financial and customer metrics.
Far from looking back over 10 years of achievement, PfH has had its sights fixed firmly on the future over the last 12 months. Following our sector wide research about commercial procurement we have been working with you to develop the services that will enable social housing providers to deliver and evidence world class procurement.
This presentation shows PfH’s vision for the next 10 years.
Presented by: Steve Malone (Procurement For Housing) at PfH Live 2014
First webinar in our mini-series based on our 2015 Global Employee Benefits Watch. Find out what the latest trends are in global benefits administration and employee engagement.
5 major opportunities awaiting manufacturers and their CFOsGrant Thornton LLP
It’s an exciting time to be in manufacturing. Revenues are on the rise, employment is up, and with potential for increased profits, today’s manufacturing CFOs understand that their role goes beyond the bottom line. A fall 2014 Grant Thornton LLP survey of 350 CFOs explored some of these burgeoning possibilities. This infographic identifies C-level insights about how to make the most of them.
Find out more about our survey at grantthornton.com/valueaddCFO.
Everything you think you know about Enterprise Performance Management is WrongTidemark Systems Inc.
The era of CFOs as gatekeepers who primarily oversaw transactions is over. To grow aggressively, companies need a modern approach to business analytics. CFOs need real-time insight, context around data, and collaboration capabilities to take their business to the next level. Real time insight from big data and modern systems give CFOs the data they need to improve decisions, reduce risk and improve performance.
Performance-based equity programs aim to drive corporate, group, and individual performance through linking equity awards to measurable performance metrics. Common metrics include total shareholder return, revenue growth, and profitability measures. Programs can take various forms, from awards triggered solely by performance to awards with vesting contingent on achieving performance thresholds. Well-designed programs with clearly defined and communicated metrics can be an effective incentive, but complex multi-year programs pose challenges to ensure goals do not motivate unintended behaviors.
Thomsons Online Benefits Breakfast Workshop - Will your benefits still engage...Thomsons Online Benefits
Are you concerned about the future appeal of your benefits scheme?
If you are unsure how the HM Revenue and Customs' proposed salary sacrifice changes will impact your benefits programme, view the slides from our invite-only breakfast workshop.
Best in Class Finance Transformation - Best Practices for the Finance FunctionProformative, Inc.
The evolution of the CFO role from controlling and reporting to strategy and support for the exec team now includes responsibility to deliver value for key stakeholders, such as investors. Top finance organizations are capable in multiple components of enterprise performance management (EPM), including strategic planning, execution, cost visibility, driver behavior, forecasting, planning, predictive analytics, ERM, and process productivity improverment (lean and Six Sigma). This workshop covers effective EPM frameworks, optimal organizational structure, talent management, leveraging technology to improve processes, and best practices for process change.
Speaker:
Birgit Starmanns, Senior Director, Solution Marketing, SAP
Presentation delivered at CFO Dimensions 2013
Workshop
Strategic Workforce Planning: The Key to Organisational SuccessThe HR Observer
Do you know the DNA of your workforce? Even if you do, how does it sync with your organisation’s core business strategy? Knowing the DNA of your workforce and syncing that info with your business strategy is the key to high performing companies. Strategic Workforce Planning helps organisations understand the talent required to deliver their strategy. Without it, you will be paying a significant cost. Ron talks about how to integrate this proven technique into your business process.
Ron Thomas, Chief Executive Officer – Gulf, Great Place to Work
3 Reasons Why You Need a Chief Renewal OfficerTSIA
Your chief renewal officer maximizes renewal of recurring revenues to ensure the impact is positive, not negative, to overall company performance. Learn more: www.tsia.com
This is the presentation from the webinar "Choosing the right HR & Benefits Technology"
This presentation will help you:
Understand major HCM and benefits trends that will affect your global approach
Build an efficient global HR & benefits technology strategy to ensure consistency of process around the world
Develop a checklist of what to look for in HR solutions to successfully evaluate your current and future technology partners
This document summarizes a webinar on building a global benefits strategy. It discusses establishing global governance over benefits, improving employee engagement, and upgrading benefits infrastructure. Regarding governance, it notes challenges like lack of centralized spend reporting and process visibility. For engagement, it stresses the need to understand employee and business perceptions of benefits. And on infrastructure, it asks whether companies can quantify administrative burdens and integrate benefits into expanding global HR systems. The goal is to move from fragmented local benefits to a coordinated global strategy.
Leaders everywhere face increasing risks for their organizations. But not all risks are created equal. And not all organizations have the same ability to measure, manage or mitigate these risks.
The document discusses a survey of 245 corporate executives that found deep dissatisfaction with their current Enterprise Performance Management (EPM) capabilities. Key gaps identified included alignment between strategy and planning, focus on key business drivers, time required for annual planning, forecasting speed and accuracy, ability to model business changes, financial reporting speed and accuracy, non-financial reporting, and integrated IT systems. The document then discusses how current systems focus more on tangible assets and current value, while future systems need to focus on current and future value from all assets, using integrated solutions.
Show me the money! Sales compensation plans that won't failOpenView
Compensation plans are extremely powerful tools for influencing Sales results...when done right!
If done incorrectly, they can back-fire, demotivate and even distract to your sales team.
In this webinar, we will address the frequently asked question, "How do I design a compensation package for my sales team?"
Sales strategy consultant Michael Hanna will discuss the 7 critical, but commonly overlooked factors for designing and implementing sales compensation plans to keep your team focused and motivated.
The document discusses different types of planning including strategic, tactical, and operational planning and highlights challenges with planning such as aligning business goals with systems plans and rapidly changing technology. It also covers different approaches to planning including formulating strategy closest to operations, testing future technologies, and putting critical infrastructure in place while allowing the strategy to unfold flexibly.
The document discusses challenges facing businesses today due to high consumer debt levels, recession, and changing payment behaviors. It outlines trends like increased regulations, technological advances, and greater mobility of debtors. The author argues that businesses can address these challenges through innovation in credit management operations, including improving data analytics, communication channels, software-as-a-service tools, and key performance indicators to stay agile and competitive. Technological improvements and optimizing processes can help businesses emerge stronger from the economic downturn.
The role of strategic planning, accounting information and advisors in the gr...Chris Catto
Slides for paper delivered at the Asia Pacific Management Accounting Association Conference, Bali Indonesia 2015.
The paper explores the relationship between Strategic planning, accounting information and the role of advisors in the growth of small to medium enterprises SMEs
progrow Strategy Implementation Services for SMEsProServ
progrow is a strategy implementation service for SME’s specifically designed to guide and facilitate the strategy development process.
More details visit https://www.i-proserv.com/strategy-implementation/
This document summarizes Mass Ingenuity's NOW Management System, which aims to improve business results by guiding leadership teams through customizing and installing a management framework. The system is designed to visually inform employees about routine work and strategic initiatives, define priorities and accountabilities, and provide real-time performance transparency. It is claimed to improve customer experience, reduce costs, and accelerate growth. Typical client results show profit growth, 30% improved employee engagement, and 10-15% reduced costs within 12-24 months of implementing the system.
Carpio Solutions is a global software company that offers the GesFinTM suite to help customers maximize financial and operational performance. Headquartered in North Carolina with offices in Latin America and Europe, Carpio has over 100 employees and partners with MicroStrategy. The document discusses how the traditional finance role is changing to focus more on strategic planning, predictive analytics, and high-value activities rather than manual tasks. It promotes GesFinTM and its integration with MicroStrategy as providing tools to help companies anticipate needs, allocate resources better, and support high performance. Case studies show how GesFinTM helped companies improve planning, collaboration, and decision making.
Delivering more value to the business through
performance measurement and improved decision
support is the top priority for the finance function
through 2020. Among senior finance professionals
participating in the 2014 EY Global Insurance CFO
Survey, 71% indicated that “being a better business
partner” ranked among their top three priorities,
with 35% placing this as number one.
The document discusses the need for integrated Corporate Performance Management (CPM) across organizations. It outlines the typical performance management cycle of strategy formulation, alignment and execution, measurement and analysis, and review and refinement. It argues that isolated improvements to parts of this cycle often fail and that a principles-based CPM approach is needed to bring systematic and integrated improvements. This approach focuses on best principles like comprehensive planning, disciplined execution and review, information-based decision making, integrated processes, and nimble management to increase strategy effectiveness and execution efficiency.
This survey of over 70 finance executives examined current trends and best practices in budgeting and planning. Key findings include:
- Larger companies (over $50M revenue) tend to use corporate performance management tools instead of spreadsheets for more complex needs.
- Using rolling forecasts (frequent updates) reduces the effort for finance teams and budget managers compared to annual budgets.
- Simplifying the budgeting process by focusing on key metrics and reducing unnecessary line items can significantly improve efficiency.
- Enabling scenario analysis and "what if" modeling improves budgeting efficiency and makes budgets more useful management tools.
Hear how Kelly Battles, CFO of Host Analytics, works with her finance team to track key financial and operating metrics data to drive performance and keep the company on track to deliver growth in 2011. In addition, Lauren Kelley, CEO of OPEXEngine will present key software industry benchmarks from OPEXEngine’s comprehensive financial and operating benchmarking report, developed in partnership with the SIIA. Join us for this informative webinar to learn more about how the benefits of metrics-driven, fact based decision making can help you drive better performance and efficiency within your own organization.
Presenters:
Lauren Kelley, CEO & Founder, OPEXEngine
Kelly Battles, CFO, Host Analytics
About the presenters:
Lauren Kelley is CEO and founder of OPEXEngine, the leading publisher of software financial and operating benchmarks. Ms. Kelley brings 25 years of successful experience in tech company management to OPEXEngine, as well as 6 years as an international economist at the US Department of Commerce’s Office of Computers early in her career, after entering Federal service through the prestigious Presidential Management Intern program. Prior to building OPEXEngine, she worked 2 years as an executive-in-residence at Grand Banks Capital, a venture fund focused on East Coast technology companies, evaluating potential investments. She has worked and lived extensively in Europe. She was previously Senior VP of WW Sales at ATG, including establishing field operations throughout Europe and Asia/Pacific, and was a General Manager for approximately 20 countries at Borland out of Paris in the early ’90s. Ms. Kelley also helped build Compaq’s Central and East European operations, based in Munich. Ms. Kelley is currently based in London, where she lives with her husband and two children.
Kelly Bodnar Battles is the CFO of Host Analytics, inc., the only provider of a CPM (Corporate Performance Management) suite of products delivered via software as a service.
Prior to Host Analytics, Kelly was VP, Finance at IronPort Systems where she was the first finance hire and was responsible for building and leading the finance, accounting, administrative and various operational functions during her six years there. During her tenure at IronPort, the company grew from $2M to $250M in annual bookings and was sold to Cisco Systems (NASDAQ: CSCO).
Before IronPort, Kelly was a Director in HP’s Strategy and Corporate Development group, a Strategy Consultant with McKinsey and Company, and a Corporate Finance Associate at J.P. Morgan. Kelly graduated with a B.S.E. from Princeton and M.B.A. from Harvard, both with honors. Kelly lives in the Bay Area with her husband, and their 2 children, labrador retriever and rescue cat.
Capsim "stockholders' meeting" presentation, CSULBA FEMBA 11, August 2011Will Woods
Erie Sensors held its quarterly stockholders' meeting to report on company performance and strategy. The company achieved high scores on its balanced scorecard, exceeding cumulative goals. Erie has the highest market share in multiple sensor segments and places in the top 15 of companies internationally based on management performance. The meeting outlined the company's product differentiation strategy and goals for each executive to maximize growth, customer acquisition, processes, and learning/innovation. Stockholders were encouraged to continue investing in Erie due to its financial effectiveness, stability, and continued growth prospects in the sensor industry.
GRA - Scenario Planning: Addressing a Capability Gap Affecting Industry Compe...Rebecca Manjra
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity lifecycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
Today, there is an imperative to turn the vast seas of data into information, something useable which drives insights and enables us to make decisions which optimally utilise assets and resources. In operational speak, this entire process is enabled by excellence in Scenario Planning.
This presentation covers the relevancy of Scenario Planning today including an analysis of the stages of S&OP maturity as well as a case study with Simplot, a leading Australian food manufacturer and a leader in S&OP maturity and Scenario Planning.
The document discusses enterprise performance management (EPM) and the results of surveys conducted with over 2,600 finance professionals. It finds that EPM processes like planning, budgeting, forecasting, performance reporting, and cost analysis are often disjointed and not well integrated. Additionally, ownership of these processes frequently remains with the finance function rather than the wider business. The document advocates integrating EPM processes, focusing on key value drivers, and addressing challenges like data quality and technology adoption to help organizations better manage performance.
Ibm bis 2014 m. rolfe cfo insights from ibm global c suite studyIBM Switzerland
Performance Accelerators outperform other CFOs by perfecting financial efficiency, capitalizing on business insight, and creating profitable growth. They have mastered core finance duties and use analytics to develop deep insights from integrated internal and external data. This enables them to excel at scenario planning, risk management, and identifying growth opportunities. Performance Accelerators represent 7% of CFOs and are pushing the boundaries of the CFO role through their focus on analytics, profitable growth initiatives, and willingness to enter new areas beyond core finance.
Scenario planning: addressing a capability gap affecting industry competitive...Charles Edwards
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity life cycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
Today, there is an imperative to turn the vast seas of data into information, something usable which drives insights and enables us to make decisions which optimally utilise assets and resources. In operational speak, this entire process is enabled by excellence in Scenario Planning.
This white paper covers the relevancy of Scenario Planning today, an analysis of the stages of S&OP maturity and a case study on Simplot, a leading Australian food manufacturer with mature S&OP and Scenario Planning capabilities.
PDF available here: http://www.gra.net.au/uploads/resource/129-GRA-Scenario-Planning-White-Paper.pdf
Best Practices in Financial Planning and Analysis | 2013 Business Analytics S...Cartegraph
Loras College is proud to present our annual Business Analytics Symposium on March 27, 2014 at the Grand River Center in Dubuque, IA. Industry experts will share their insights about the evolving field of business analytics opportunities. Learn about everything from best practices when analyzing data to the importance and benefits of building a culture of analytics within your organization.
To learn more, secure your seat or to take advantage of group discounts visit www.loras.edu/bigdata.
Accenture’s 2014 High Performance Finance Research shows that CFOs are concentrating on cost-effectively serving a worldwide consumer base while reducing operational spend.
For more information view us on www.accenture.com/ConsumerGoods
The document discusses barriers to implementing strategy and how a balanced scorecard can help overcome those barriers. It outlines common barriers like strategies not being understood, lack of alignment between goals/incentives and strategy, and budgets/resources not linked to strategy. It then presents how a balanced scorecard can help by linking incentives to execution, aligning budgets with strategy, and spending more time on strategy. The balanced scorecard provides a framework to translate strategies into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
The document provides background information on WidgetsRUs, a retail company experiencing declining performance and increasing competitive pressures. A strategic review identified issues including weak online sales, brand image, rising costs, and lack of cross-organizational coordination. The company appointed a Portfolio Director to implement portfolio management and address these issues through prioritizing initiatives, efficient delivery, and optimized benefits realization. A portfolio prioritization and delivery planning exercise was undertaken for the next 12 months.
FCB Partners Webinar: Measure What Matters FCBPartners
This document summarizes Steve Stanton's webinar on measuring processes effectively. It discusses how organizations often measure the wrong things that do not improve performance. Effective measurement requires understanding how processes create value and support business goals. It also requires mixing leading and lagging indicators. The document outlines principles of process measurement and provides examples from companies like Hilti that developed process scorecards linked to strategic objectives and key performance indicators.
How to Bring About Finance Transformation on Your Own TermsWorkday, Inc.
In this deck, experts from PwC and Workday explain how finance leaders can use automation, artificial intelligence, and analytical skills to help their teams adapt to rapid change.
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The document discusses trends driving changes in education systems towards a "Smarter Nation". Five key trends are identified: 1) technology immersion, 2) personalized learning, 3) knowledge/skills focus, 4) global integration, and 5) economic alignment. These trends form an "Educational Continuum" and have implications for integrating education providers and economic development initiatives to benefit the nation.
Paul Croft discusses four layers of cloud computing offerings from infrastructure-as-a-service to software-as-a-service. He outlines deployment options for cloud computing from private to public models. Croft asks when a cloud is not actually a cloud and says cloud is an opportunity beyond just consumption and delivery of services.
The document discusses barriers to public cloud adoption and options for using cloud computing. It finds that the primary barriers are concerns about data security and privacy. While private clouds are currently preferred over public clouds, those more open to public cloud see it as less of an issue and view application availability and management as important. The document recommends starting with a test/development public cloud to reduce costs and increase speed and flexibility compared to traditional testing environments.
Security solutions for a smarter planetVincent Kwon
This document summarizes IBM's security strategy and solutions for enabling a smarter planet. It discusses how security must be built into new technologies from the start to enable innovation while managing risks. IBM's approach focuses on foundational security controls, compliance, and helping customers securely adopt new models like cloud computing and virtualization.
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The document summarizes security trends from IBM's X-Force research and development team. It discusses the increasing sophistication of cyber attacks, vulnerabilities in web browsers and document readers, the rise of exploit kits and malware creation tools, and challenges in keeping pace with evolving threats through rapid patching and detection techniques.
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A new IBM CEO study on capitalizing on complexity was conducted with over 1,500 CEOs. The results have implications for CIOs in how they can better support CEOs. The study found CEOs focus on creativity, customers, and operational dexterity to manage complexity. CIOs can help enable these priorities through embracing new technologies, simplifying processes, and providing business intelligence and analytics to support smarter decisions. CIOs also need to help reinvent customer relationships by using data and collaboration technologies to better understand customer needs.
VMWare Sponsor Presentation: Accelerating the journey to cloudVincent Kwon
Join VMware to find out how businesses of all sizes can benefit from taking a less tactical consolidation of non-critical systems by making a strategic investment for all applications through virtualisation and virtualisation management. This presentation covers what business can do now to pave the path to Cloud computing, leveraging the efficient pooling of on-demand, self managed virtual infrastructure, consumed as a service.
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
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This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
2. Global CFO Study 2010 Geography Sector Enterprise Size (US$) Title Scope of Role Asia Pacific, 27% EMEA, 42% Americas, 31% Public, 13% Communications, 13% Industrial, 25% Distribution, 28% Financial Services, 20% BU / Program Area, 5% Country, 27% Region, 11% Enterprise / Global, 57% Others, 8% SVP / Controller / Treasurer, 14% CFO / Deputy CFO / Director, 78% <=$500MM, 25% $501MM to $1B, 15% >$1B to $5B, 28% >$5B to $10B, 11% >$20B, 14% >$10B to $20B, 7% Others, 1% Largest CFO-level study of its kind 1,900 participants in 81 countries 88 NZ/Australia
3. Increased pressure Industry / Sector Changes Over the Next Three Years As a result of these factors, ~60% of Finance organizations believe that they have to make major changes to respond.
4. Role of finance Elevated Role of Finance Role of Finance in Driving Decisions Across the Enterprise 89% 88% 84% 83% 79% 78% 78% 72% Over 70% of CFOs believe they have an advisory or decision making role on the Enterprise agenda.
5. Expectation gap - global 34% 28% 26% 21% 16% 9% 28% 35% 23% Core Finance Enterprise Focused CFO Agenda: Importance vs. Effectiveness 2 Gap 1 3 Importance Effectiveness Driving integration of information across the enterprise Providing inputs into enterprise strategy Supporting / managing / mitigating enterprise risk Driving enterprise cost reduction Strengthening compliance programs and internal controls Driving Finance function cost reduction Executing continuous Finance process improvements Developing your people in the Finance organization Measuring / monitoring business performance Rank 0% 20% 40% 60% 80% 100% 52% 61% 55% 83% 49% 84% 59% 75% 62% 85% 52% 80% 59% 80% 39% 73% 51% 77%
6. Expectation gap - A/NZ 34% 28% 26% 21% 16% 9% 28% 35% 23% Core Finance Enterprise Focused CFO Agenda: Importance vs. Effectiveness 1 Gap 1 3 Importance Effectiveness Driving integration of information across the enterprise Providing inputs into enterprise strategy Supporting / managing / mitigating enterprise risk Driving enterprise cost reduction Strengthening compliance programs and internal controls Driving Finance function cost reduction Executing continuous Finance process improvements Developing your people in the Finance organization Measuring / monitoring business performance Rank 0% 20% 40% 60% 80% 100% 42% 38% 26% 27% 8% 7% 24% 29% 35% 50% 57% 60% 84% 59% 88% 68% 76% 57% 47% 85% 56% 83% 32% 74% 51% 77% 92%
7. Efficiency and Business Insight Corporate philosophy of information standards Standard Chart of Accounts Standard processes Standard data definitions Operational planning and forecasting capability Finance talent development Common planning platform
8. Quantifiable benefits Efficiency + Business Insight Contributes to Outperformance Return on Invested Capital 5-year average, 2004-2008 Revenue Growth 5-year CAGR, 2004-2008 EBITDA 5-year CAGR, 2004-2008 Finance Efficiency Business Insight 9.8% 14.0% 9.0% 9.3% 3.9% 11.3% -2.1% -0.1% Business Insight 10.2% 12.1% 7.8% 11.6% Value Integrators also have an almost 20% better operating efficiency ratio than all other companies examined
20. Paths to Higher Value Finance Efficiency Business Insight Low High Low High Value Integrators can maintain their advantage through a program of continuous improvement to sustain capabilities and value Constrained Advisors have good business insight, constrained by structural complexity, therefore address process and data standards to improve efficiency, accuracy and speed High efficiency enabled by process and Finance data standards suggests Disciplined Operators focus on maturing business insight and partnering capabilities Scorekeepers can attempt a direct path to become Value Integrators. This will involve establishing Finance efficiency while simultaneously building business insight capabilities. Alternatively, a staged approach can also be done
Editor's Notes
[SCRIPT] It is in the midst of this period of severe economic and transformational change that IBM conducted the CFO study to determine how CFOs can make the enterprise smarter in an era of increased uncertainty. We set out to examine the impact of the new economic environment on the CFO ’ s role, by asking three basic questions: What Finance model achieves the optimal mix of capabilities needed to help the enterprise outperform? What can CFOs do to enable timely and informed decision-making? And how can CFOs help the enterprise anticipate and shape its environment? I think you will see, as we go through the findings, that we have been fortunate to obtain very good data and conduct some pretty robust analysis which has allowed us to answer these question very well. In addition, I believe there are other related questions that come up from a contextual perspective that we were able to examine including: Are CFOs are playing a much more influential role at the enterprise level? Are their Finance organizations prepared for these expanded responsibilities and demands? What are the key characteristics that enable certain Finance organizations to outperform against this expanded set of responsibilities and demands? How are leading CFOs helping their enterprises make smarter decisions in an environment of unrelenting uncertainty? We surveyed over 1,900 CFO’s and Senior Finance executives for our study. This is, as far as we can tell, the largest known study of its kind on the planet. Nearly 1,500 of these interviews where conducted in 60-minute face-face interviews, and the balance through online surveys, conducted in collaboration with the Economist Intelligence Unit (EIU). There is strong representation across all geographies, company sizes and industries. Perhaps most important to this study is the seniority and scope of responsibility of our participants. 78% of participants were senior Finance Executives such as CFOs, Deputy CFO’s and Directors, Over 57% representing their Enterprise. This senior level and Enterprise representation lends strong credibility to the assertion that our findings carry the perspective of the most senior finance executives in companies around the world.
Given the environment, past, present and anticipated, CFO ’ s believe that external pressures (economic, industry, regulatory, etc) will increase over the next three years. While the ability to attract and retain talent falls fifth on the list in terms of key challenges, there is an interesting story between this response and another question. During the height of the crisis when the survey was conducted, clearly the emphasis on cost reduction would suggest hiring and retention would not be top of mind, particularly on an enterprise wide basis . But when we asked CFO ’ s to tell us their most important initiatives to build their finance teams of tomorrow - 81% of CFOs are concerned with attracting and retaining talent, for Finance. So clearly when it comes to their own finance team, they have a much greater concern about talent. The reason for this is somewhat obvious, – in the broader enterprise wide context cost reduction pressures suggest this is less important, when reducing employee costs is paramount. Whereas in the context of improving Finance ’ s own ability to deliver analysis, decision support, and partnering, this is of great concern to CFO ’ s. Other top concerns looking forward clearly point to ongoing pressure to reduce costs and need for faster decision making , while the increased government hand in business, and continued pressure investors and shareholders continues to drive the demand for transparency . Approximately 60% of our participants indicated they have to make major changes to respond to these pressures and challenges. Therefore it is generally recognized that the status quo or business as usual for Finance and the Enterprise is not longer enough. CFO ’ s and their finance organizations have no choice but to respond and change. As we will see, the reason for that sentiment is pretty clear when we look at the CFO ’ s agenda. <<END>>
[SCRIPT] We asked CFO ’ s to tell us how prominent a role they play in Enterprise level decision making. On average, over 70% of CFO ’ s believe they have at least an advisory or decision making role on the entire Enterprise Agenda presented here, as opposed to having no role, or being an an informer. In the midst of the crisis through today, CFOs are being called into more frequent boardroom and executive level discussions around demand and price pressures, supply chain concerns, impacts to revenue and margins, and liquidity/capital structure concerns. And the frequency and pace of strategic and tactical discussions continues at an elevated pace today, very much highlighting the importance of the CFO ’ s role in providing insights, explanations and alternatives for the financial consequences and options of enterprise-wide strategy, issues and actions. As a consequence CFO ’ s say they and their Finance organization are taking a much more prominent role in enterprise decision making, as a normal ongoing part of their job. Not surprisingly given the economic circumstances, Enterprise Cost Reduction is one of the key areas CFO ’ s have been called upon for Advice or Decision making, but across the board, CFO ’ s were generally united that they are playing a much stronger role on all these topics. The Board, Executive Suite and business lines are turning to the CFO and Finance analysts for leadership, guidance and answers. From our examination of the comments and quotes from the interviews, it is important to note here that CFO ’ s are not suggesting they are taking the CEO ’ s role as primary decision maker, rather CFO ’ s indicated that in this environment they have been called upon more than ever to help answer the tough questions and their input, guidance and voice has carried more weight than ever. Those with the strongest capabilities and the best track record were the ones most comfortable with this elevated role. The opposite is true of the other 30%, where there is a level of discomfort in providing much more than a taillights view of conditions. Given the increased role and additional demands from across the enterprise, CFO ’ s and finance must be in a position to execute with great effectiveness across a large agenda of Financial Compliance and Enterprise Focused activities. Finance needs to be running well, optimized, efficient. The day to day tactics of paying the bills, collecting cash and closing the books should not be an inhibitor to Finance playing a more expansive partnering role, yet when these day to day processes don ’ t work well, extra resources are consumed to get things done, and more importantly, in many cases, the data coming from broken and fragmented financial processes lead to broken and fragmented analytical information – hence impacting finance ’ s ability to provide strong governance, leadership and direction, with speed, accuracy and agility. <<END>>
So we had hoped with these initial findings that we would find, on average, Finance organizations that are performing better than in past, given the elevated role and increased challenges over the past several years. However the study reveals, on average, the opposite. Most finance organizations have a significant gap in effectiveness across the entire Finance agenda, not just in the broader enterprise areas, but also in Core Finance – the day to day running of the finance operation. 1) Similar to past years studies – our findings indicate that everything is important and importance is increasing dramatically, particularly in enterprise focused activities 2) Trending over past years the effectiveness gap is widening. However effectiveness has been largely flat and the increasing gaps are being driven by increasing importance, so as the CFO and finance take on more, it implies that effectiveness must improve to keep up. 3) First time this year, we asked CFO’s to force rank their top 3 priorities, and all 3 are Enterprise Focused. Why is this important? – it speaks to a shift to more enterprise focus. Just looking at relative importance over these categories, one might conclude that running Core Finance well is equally important to CFO’s, however the force ranking reveals the opposite. <<END>>
So we had hoped with these initial findings that we would find, on average, Finance organizations that are performing better than in past, given the elevated role and increased challenges over the past several years. However the study reveals, on average, the opposite. Most finance organizations have a significant gap in effectiveness across the entire Finance agenda, not just in the broader enterprise areas, but also in Core Finance – the day to day running of the finance operation. 1) Similar to past years studies – our findings indicate that everything is important and importance is increasing dramatically, particularly in enterprise focused activities 2) Trending over past years the effectiveness gap is widening. However effectiveness has been largely flat and the increasing gaps are being driven by increasing importance, so as the CFO and finance take on more, it implies that effectiveness must improve to keep up. 3) First time this year, we asked CFO’s to force rank their top 3 priorities, and all 3 are Enterprise Focused. Why is this important? – it speaks to a shift to more enterprise focus. Just looking at relative importance over these categories, one might conclude that running Core Finance well is equally important to CFO’s, however the force ranking reveals the opposite. <<END>>
[SCRIPT] Our analytical framework this year is build around these two dimensional capabilities. We began our exploration of the factors and drivers of better Finance capabilities by defining a discrete set of characteristics for our framework this year. Our analysis compared over 30 responses to survey questions against objective financial performance of our participants - specifically 5 year compounded annual growth rate of EBITDA – (That is Earnings before interest, taxes, depreciation and amortization). Why EBITDA? We asked participants to tell us their top two most important financial metrics in the study, and EBITDA was the most frequently cited metric. We performed a multiple discriminant analysis – or a multiple regression, looking for correlation between the Financial performance metric and the responses. From this MDA we found 7 factors that most highly correlated financial performance with responses to study questions. This is an important point – we did not make up the factors which define the framework for our analysis, the data led us to them. If you are familiar with our 2005 and 2008 studies you will recognize many of these criteria. Those in green define Finance efficiency and are the same criteria that correlated highly for the Integrated Finance organization from our 2008 study. These factors measure the degree to which the organization has defined, mandated, enforced and adopted process and information standards across the enterprise, from their corporate philosophy on information standards to the degree to which enabling factors have been adopted enterprise-wide. Those in blue define Business Insight. The participants level of satisfaction with their analytical capabilities, the effectiveness of their people and their deployment of common analytical platforms, such as a common planning system. When you bring these two dimensions together, a 2x2 quadrant emerges, defining 4 finance profiles. The Value Integrator is high on both dimensions, top right of the quadrant – having strong business insight coupled with finance operations that are efficient, as described earlier – running well, optimized. The Scorekeeper , opposite the Value Integrator, is the least matures of the four profiles and is low on both dimensions – this profile is more the traditional controllership oriented finance organization, primarily focused on accounting operations, controls, closing the books, managing the audit and supporting regulatory and statutory compliance. There is either no mandate or a lack of capability for finance to do much more than that. The Disciplined operator is more like the IFO from the 2008 study – has built a strong foundation of finance controls, standard processes and data – however has yet to deploy more mature analytical capabilities and partner with the business. But for all intents and purposes, the Disciplined Operator is driving more out of finance with less. The Constrained Advisor is the opposite of the Disciplined Operator – having done more to deploy greater planning and analytical capabilities, these finance organizations have the best intentions in mind, but are constrained in terms of their execution capabilities. This is largely due to the fact that they still have issues with process and data standards and commonality, leading to fragmented data and having to do drive their analytics through brute force. As a consequence, they continue to be challenged by several things, including 1) Challenges around the accuracy of their analysis 2) They cannot produce these results timely/quickly, and so consequently they are “ constrained ” So how are our 1,900 participants distributed across these profiles? Approximately 23% are Value Integrators, 12% are constrained advisors – clearly the minority group. The remaining 65% are roughly split between Scorekeeper (33%) and Disciplined Operator (32%). We suspect the reason that there are so few Constrained advisors, relatively speaking, is that they have recognized the challenges and issues associated with trying to produce robust analysis in the midst of “ Structural Complexity ” – in other words without having first established a set of common process and data standards within which to operate. <<END>>
[SCRIPT] Back in the introduction we showed that Value Integrators outperform all other participants. Here we want to answer the question do they outperform each of the other profiles as consistently? Our analysis of the financial performance by profile reveals this is indeed the case. On all financial measures we examined, the Value Integrators outperform, on average, the Constrained Advisors, Scorekeepers or Disciplined Operators, by group. <<END>>
As we developed our analysis three key themes emerged, 1) delivering efficiency through standards matters more than ever – good internal finance operations governed by process and data standards lead to better practices and better performance. 2) business insight drives performance improvement beyond finance – even without standards, deploying better analytical capabilities, albeit not optimally or efficiently, does reward finance organizations with stronger business insight. 3) the Value Integrator theme – the greatest rewards come from doing both well – the combination of strong business insight and efficient finance operations yields the greatest results We will start now by exploring in more detail the first theme, on Finance efficiency <<END>>
[SCRIPT] The study revealed the three most prevalent steps companies take with finance efficiency. Process Ownership The adoption of process ownership is 145% greater for companies with Finance efficiency, and this one of the most prevalent findings. It stands to reason that establishing a process owner and arming them with the authority or “teeth” to enforce standards should influence adoption and implementation of common processes and consequently leads to streamlining finance processes. It is widely recognized that common processes, properly and optimally designed, lead to improved efficiency, in Finance and any other business process elsewhere, for that matter. This is like having a single conductor for the symphony, with all members of the orchestra playing from the same sheet of music, as opposed to the horn section playing from one sheet of music and the string section playing from another. And the impact of process ownership on standards in finance is compelling, based on our findings – as illustrated on the right hand chart on this page. The implementation of Process Ownership has a dramatic impact on standardizing processes enterprise wide - 208% better for companies that have adopted process ownership enterprise wide, compared to others. Standardizing processes naturally influences the degree of data commonality in the process as well, so we see a strong impact on common data definitions as well Common Technology Platform The second most prevalent finding is the implementation of a common ledger and accounting transaction applications, and it ’ s impact on the adoption of standards, enterprise wide. Here we see 47% more adoption, on average for enterprises with high finance efficiency, compared to others. And this too stands to reason. Coupled with process ownership, institutionalizing processes in a common financial system helps enforce and sustain the process and data standards that lead to better finance efficiency. The impact on standards adoption is startling here as well, as illustrated on the chart to the right – with 3 times better impact on common processes, 1.5 times better adoption of a common chart of accounts, and 125% better adoption of common data definitions – all factors that help mitigate structural complexity. Optional comments – provocative … For years there has been a debate about whether or not companies that invest in modern ERP systems get a return on investment. Commenting on that for a moment, the reason it has been difficult is that it ’ s hard to link the intangible benefits of improved finance controls, processes and standards to tangible economic benefit. I believe we have taken a step towards demonstrating the beginning of an answer to that in this years study. There is a demonstrable relationship between the adoption of common ledger and accounting transaction applications and improvement in standards adoption. Further, we have already demonstrated the prevalence of standards adoption and it ’ s relationship to finance efficiency, which in turn is correlated to better financial performance. Alternative Delivery Models The third most prevalent accelerator contributing to improved Finance Efficiency is the adoption of alternative delivery models for transactional activities. Recall that on average companies still spend nearly 50% of their time on low value added transactional activities – suggesting that a more efficient operating model, leveraging economies of scale helps finance to do more with less. This drives down the workload associated with transaction processing and frees up resources to focus on analytics and higher value added activities, at the end of the day. Now this too stands to reason, because a properly designed Shared services center or well managed outsource service provider will drive the economies of scale, cost reduction and greater efficiency suggested by the model. Moving to such an alternative delivery model, like common financial applications, institutionalizes and enforces common processes and data, and hence improves standards adoption enterprise wide, leading to Finance efficiency. THEME 1 Conclusion So Efficiency through standards matters more than ever – why? Companies with more efficient finance operations have improved effectiveness against their core finance agenda, making them more smooth running, optimized.. Not distracted by issues with the day to day tactical tasks of finance, having mitigated, to great degree , the structural complexity which is an inhibitor to finance efficiency. We have demonstrated both the financial and non-financial benefits of having Finance efficiency and we have highlighted three of the most prevalent things these companies have done to improve. Let ’ s now turn out attention to Business Insight, the second dimension of this year ’ s study framework. <<END>>
[SCRIPT] Providing business insight drives performance improvement beyond Finance. Even absent good Finance operations, or efficiency (theme #1) there are still demonstrable benefits to driving better analytical capabilities as suggested by our study. We will follow a similar logic-line here, looking first at financial and non-financial benefits of having better business insight, then some of the most prevalent things companies have done to increase their capabilities here. We developed a maturity model for analytical capabilities suggesting that basic planning and forecasting capabilities, like basic finance operations, such as closing the books quickly and running on a general ledger, instead of on spreadsheets, is a basic necessity for better business management practices. As such our business insight analysis uses as a baseline the deployment of this most basic or fundamental capability – planning and forecasting. This is to keep the analysis clear and straightforward, but in our findings we also discovered that as more sophisticated analytical capabilities deployed, there is an associated increase of benefits increase. For instance, beyond planning, deploying predictive analytics, risk models, etc our data shows that those companies experience even greater benefits. Therefore scenario planning, predictive analytics, and event based automate alerts have an even greater impact on value and capability in finance. But for this theme we will focus just on basic planning and forecasting in order to keep the discussion simpler and clearer. Before we get into the details, I want to remind everyone that the criteria that define strong business insight are People/Talent effectiveness, deployment of a common planning platform and a high level of satisfaction with analytical capabilities. Therefore, by definition, these companies with strong business insight have already progressed up the maturity curve and have in place a common planning platform deployed across more than 50% of their business, with high satisfaction and strong analytical talent in Finance. <<END>>
[SCRIPT] So let ’ s talk about the definition of business insight in the context of Decision Support tools, in a little more detail so we are all on the same page with regards to what this means and what we are evaluating in the study. For this study, business insight is defined on a continuum of analytical capabilities that address key questions needed to drive better business management practices. This continuum spans rear view, historical results to forward-looking more predictive capabilities. Rear view leverages historical reporting such as balance sheet, P&L and variance analysis to undertand and explain what happened. Current view leverages historical data and trends and applies those experiences to manage the day to day operations, such as managing cash, collections, monitoring expense reimbursments and supply chain for fraud, and the like. Additionally, to the extent that more predictive capabilities have been designed, more sophistication can be layered into current view tools by anticipating or predicting the likelihood of something happening, for instance by examining employee expense report detail and looking for certain things, like consistently submitting expenses items just below the threshold requiring a receipt … an indication of potential abuse. Forward looking capabilities apply current and historical results to understand the impacts of good and bad performance experiences and use that to understand what will happen next, evaluate the impacts (positive and negative) of these continued trends and evaluating the risks and opportunities associated with them, from revenue, margin, bottomline, employee, market share, customer impact and other perspectives. With that definition established, let ’ s continue the theme discussion. <<END>>
[SCRIPT] We discovered in our analysis that the combination of the two capabilities produces the greatest rewards. There is a compounding effect of having strong business insight layered upon a robust foundation of finance efficiency, defined by standard common processes, financial data and good governance. The Value Integrator has the characteristics associated with both strong business insight and finance efficiency. They have leveraged the enablers suggested by the study, improve capabilities on both dimensions. However, what they have done also goes beyond that. As you will see, they have done even more, and they are further rewarded for that. <<END>>
[SCRIPT] Looking at the CFO agenda once again, across all the agenda items, Value Integrators as a group expressed a much higher level of effectiveness against these agenda items than each of the other profiles. On average, across the entire agenda, Value Integrators are 60% more effective across the entire agenda, Constrained advisors 33% and Disciplined Operators almost 20% better, compared to Scorekeepers. There are several outliers where the Value Integrator has significant advantages that are consistent with what we have found Value Integrators do better or more of, than the rest. The biggest, of course, is the far greater effectiveness in information integration. But other areas of significant improvement include measuring business performance, executing continuous finance improvement, and risk management. Recall again from an earlier slide that the two areas that have increased in importance more than any other in the past five years (or 3 consecutive IBM CFO Studies) are Risk Management and Information Integration. So clearly, Value Integrators have been driving improvements in these areas, consistent with the increase in importance, trying to address the effectiveness or execution gap they had been experiencing. How did we arrive at this comparative analysis? We started by establishing the Scorekeeper as the baseline – their effectiveness on each agenda item was base-lined to a common factor. Against that baseline factor we calculated the relative greater effectiveness of each agenda item, profile by profile. So the comparisons are really against the scorekeeper as a baseline, but with an apples to apples comparison of each of the other profiles against the scorekeeper and each other. <<END>>
[SCRIPT] For the Scorekeeper – weaker in both dimensions – the first question to ask is – do you have a mandate to move beyond the traditional controllership role of finance of 10-15 years ago? Is there support across the Executive suite to drive significant transformation? – because transforming Finance will invariably drive required transformation in the business to be successful. Are there demands being placed upon finance that Finance is not equipped to address? If so, then the right place to start is getting Core Finance running well first – so move north and drive towards becoming a Disciplined Operator . If there ’ s pressure to get this done quickly, consider taking advantage of vast improvements in the new methods that have been developed to transition to a Shared Service Center or engaging an Outsource service provider. Compared to even 3-4 years ago, the methods and practices for transforming to shared services or outsourcing can now accelerate the process considerably – what used to take 5-7 years for a large Global Enterprise, can now be done in 4 years or less – start to finish, with dramatic improvements across not only Finance, but great benefits to Finance ’ s constituents. Attempting to move diagonally to a Value Integrator, tackling both Finance Efficiency and Business Insight simultaneously is generally recognized to be too large and risky a set of initiatives, with too much disruption across the Enterprise – therefore not advised. Another suitable path is to advance analytical capabilities, or move toward constrained advisor. Some benefits can be gained by applying the same process and data standards to planning and forecasting as have proven to be successful in transforming core finance functions. However you cannot escape touching on some key finance issues along the path of maturing Business Insight capabilities. Absent standardized financial data and automation of the data layer, business analytics cannot be as robust efficient and timely, and introduce variability that will drive questions around the accuracy of the results. Planning and forecasting models and variance analysis may continue to propagate multiple versions of financial truth – so you have to address some elements of the Finance efficiency dimension along the path of imprpoving business insight. Frequently, while going down this path, greater visibility into the root causes of Finance Structural complexity problems are revealed, underlying root cause issues related to process and source system data issues appear, that must also be fixed to realize the business insight improvements. This is the challenge faced by the Constrained Advisor, as described earlier. Attempting to deploy more robust analytical capabilities without addressing the structural complexities in Core finance process and data that might drive questionable analytical results. This is why, in our opinion, the Constrained Advisor is in the minority across our sample population – having taken this path, there has been a recognition that success hinges upon addressing some of the structural complexities in Finance first or risk failure of the analytics improvement initiative or path. For the Disciplined operator, the path forward is a little more obvious. Having already built a fairly strong foundation for Core Finance, adopting process and data standards, in turn likely addressing some of these root cause issues around structural complexity, building the business insight capabilities are less fraught with risk, more likely to be successful. Integrate financials with analytical systems, integrate financial and non-financial data, through a common data layer. Challenges do remain, namely to properly define the performance management and analytical framework that best conveys the true drivers of bsiness performance. Then, however, the specifics around what financial and non-financial data, external market data and risk factors are needed is the next step. The real challenge here is getting alignment and agreement on these performance factors, across the busineses and then deploying this vertically into the organization , from top to bottom, and using it to influence value creation and risk mitigation behaviors. <<END>>