The document discusses McGraw Hill Financial's outsourcing of its finance and accounting processes. It provides an overview of the company's outsourcing approach, including establishing process "towers" and outsourcing 90-95% of transactional activities. It describes the goals of achieving higher growth, synergies, scalability, and business impact through end-to-end process transformation. Key challenges included outsourcing finance while implementing a new ERP system and challenges around controls, separation, communication, and change management.
Do you have the right tools to measure your financial performance? Do you know what elements are necessary to guide your business? Based on last year's rave reviews, Autotask's own Chief Financial Officer, Vince Zumbo, will return to lay out the fundamentals of planning and monitoring your financials for success. Vince will be aided by Autotask Product Manager Joe Rourke who will demonstrate how you can apply what you've learned by leveraging Autotask to support your business' optimal financial health. This session is full of tips, templates and insights that are used by financial professionals today and can be used by organizations of all sizes.
[Presenters: Vince Zumbo & Patrick Burns, Autotask]
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.
Best Practices for FPA and Month-End Close - FENG WorkshopJohn Clinton, CPA
The document discusses leading practices in financial planning and analysis (FP&A) and the close process. It provides examples of what leading companies are doing, including implementing rolling forecasts that are updated monthly and linked to business drivers. The document contrasts rolling forecasts with annual budgets and outlines the key components of best practice planning processes, such as collaborative target setting and linking rewards to performance. It also analyzes gaps between a company's current FP&A processes and better industry practices.
Deloitte CFO and finance discussion documentMarc Joiner
How can a CFO think about how they spend their time, where they focus efforts, and how their Finance team can deliver value to the organization? This document can act as a framework for CFOs and Finance teams.
Paul N. Langevin has over 20 years of experience in operational and strategic leadership roles in finance, accounting, and government contracting. He has extensive experience as a CFO and senior executive, managing all finance, accounting, compliance, and administrative functions for companies ranging from $20M to over $1B in revenue. He has expertise in GAAP accounting, financial reporting, audit and tax compliance, pricing and government contracting regulations.
Session 1 - The Value-adding Finance OrganizationStephen G. Lynch
The document summarizes a presentation on transforming finance organizations to be more value-adding. It discusses the goals of becoming more efficient and strategic. It outlines challenges such as complexity, disparate systems and processes. It then provides opportunities to overcome these challenges through standardization, simplification, and global delivery models. The overall message is that high performance is achieved through integrating people, processes, technology and information.
The document discusses the roles and responsibilities of finance teams in modern organizations. It describes how the CFO now plays a strategic role similar to the CEO in driving growth and shareholder value. The controller takes on operational finance responsibilities. Typical teams include the controller, corporate development, investor relations, and transaction processing. Key priorities for large finance teams include invoicing, management reporting, and collection despite many competing projects. Standardizing processes and using integrated systems can help address challenges.
Do you have the right tools to measure your financial performance? Do you know what elements are necessary to guide your business? Based on last year's rave reviews, Autotask's own Chief Financial Officer, Vince Zumbo, will return to lay out the fundamentals of planning and monitoring your financials for success. Vince will be aided by Autotask Product Manager Joe Rourke who will demonstrate how you can apply what you've learned by leveraging Autotask to support your business' optimal financial health. This session is full of tips, templates and insights that are used by financial professionals today and can be used by organizations of all sizes.
[Presenters: Vince Zumbo & Patrick Burns, Autotask]
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.
Best Practices for FPA and Month-End Close - FENG WorkshopJohn Clinton, CPA
The document discusses leading practices in financial planning and analysis (FP&A) and the close process. It provides examples of what leading companies are doing, including implementing rolling forecasts that are updated monthly and linked to business drivers. The document contrasts rolling forecasts with annual budgets and outlines the key components of best practice planning processes, such as collaborative target setting and linking rewards to performance. It also analyzes gaps between a company's current FP&A processes and better industry practices.
Deloitte CFO and finance discussion documentMarc Joiner
How can a CFO think about how they spend their time, where they focus efforts, and how their Finance team can deliver value to the organization? This document can act as a framework for CFOs and Finance teams.
Paul N. Langevin has over 20 years of experience in operational and strategic leadership roles in finance, accounting, and government contracting. He has extensive experience as a CFO and senior executive, managing all finance, accounting, compliance, and administrative functions for companies ranging from $20M to over $1B in revenue. He has expertise in GAAP accounting, financial reporting, audit and tax compliance, pricing and government contracting regulations.
Session 1 - The Value-adding Finance OrganizationStephen G. Lynch
The document summarizes a presentation on transforming finance organizations to be more value-adding. It discusses the goals of becoming more efficient and strategic. It outlines challenges such as complexity, disparate systems and processes. It then provides opportunities to overcome these challenges through standardization, simplification, and global delivery models. The overall message is that high performance is achieved through integrating people, processes, technology and information.
The document discusses the roles and responsibilities of finance teams in modern organizations. It describes how the CFO now plays a strategic role similar to the CEO in driving growth and shareholder value. The controller takes on operational finance responsibilities. Typical teams include the controller, corporate development, investor relations, and transaction processing. Key priorities for large finance teams include invoicing, management reporting, and collection despite many competing projects. Standardizing processes and using integrated systems can help address challenges.
This document is a resume for David M. Bowen, a CPA and MBA with over 20 years of experience in financial reporting, accounting operations, and financial analysis. He has held leadership roles such as Corporate Controller and Director of North America Controller for multinational companies. His experience includes global consolidation, financial system implementations, and accounting process transformations.
Integrated Planning & Reporting Solution for GovernmentTridant
Tridant's integrated planning and reporting solution for government simplifies funding management, allows finance managers to focus on analysis over data preparation, and replaces outdated technology. It enables involvement across planning, estimating, budgeting, and reporting. Key benefits include self-service reporting, alignment of internal and external processes, tracking fund flows, and automated integration to reduce routine work. The solution is designed specifically for compliant government use and delivers efficiency, effectiveness, and sustainable resource management.
Financial and operational Performance Management John Berry
The document discusses IBM's financial and operational performance management solutions. It describes three imperatives for improving performance management outcomes: transforming the system of engagement, integrating finance and operations performance management, and infusing scenario and predictive intelligence. It provides examples of how IBM helps clients in various industries address challenges in planning, analysis, forecasting and decision making.
This document discusses key concepts for building a business case to evaluate the feasibility of implementing shared services. It provides an overview of how to calculate costs and benefits, collect current state metrics, and consider sensitivities. Calculating benefits focuses on headcount reductions through process efficiencies and benchmarks. Costs include labor, technology, consulting, and site-related expenses. Non-quantifiable benefits like improved customer service and controls are also noted. Current state metrics involve analyzing headcounts, volumes, and costs by activity. Interviews provide context.
The document discusses best practices for modernizing the month-end close process. It defines the typical month-end close, outlines common pain points with traditional spreadsheet-based approaches, and examines technology options and their benefits. Integrated platforms that leverage existing Excel processes but add controls, workflow, and data integration can help automate manual tasks and speed up the close while improving accuracy and compliance.
Finance 2020: Designing a Finance function to meet new demandsDeloitte Canada
The document discusses how the finance function needs to be reimagined and transformed to meet future business needs. Traditional finance is not well-equipped to provide strategic insights that leadership requires. The future of finance will see operational tasks moved to centralized shared services with standardized processes and mobile/cloud technologies. Analytics will be leveraged to provide data-driven insights. Specialized finance roles will be embedded in business units. Finance will need new skills in consulting, analytics, and business knowledge. CFOs must develop a vision and blueprint to evolve their finance team by rethinking processes, organization, talent, and technologies.
The document outlines 20 steps to ensure success for a finance transformation project. It recommends appointing a project sponsor and steering committee to oversee the project. A project manager should be appointed to lead the assembly of a project team to gather requirements, select software, and produce key documents like a project charter and system design document. Other steps include purchasing technology, configuring software, user acceptance testing, training, migrating data, going live, and celebrating project completion. The overall goal is the successful delivery of a new finance system to meet changing business needs through a rigorous project process.
Proven Techniques for Optimizing Your Financial Planning & Analysis ProcessProformative, Inc.
In this session, you will learn best practices for optimizing the planning process including how to adopt a driver-based model, efficiently manage rolling forecasts, embrace “what if” scenario modeling and provide more meaningful reporting and analysis to impact decision making. You will gain insights from comprehensive industry research recently conducted with hundreds of financial professionals around the world in order to understand key industry trends and best practices that are working for leading edge organizations today. In addition to the research, subject matter experts will share numerous practical steps for improving performance management processes in your organization. You will come away with real-world methodologies to help you improve and shorten your budgeting process and will also enable better decision making and organizational alignment that will help you to optimize performance.
Speaker: Tony Ard, Director of Solutions Engineering, Axiom EPM
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 5
Session 2 - Lean Assessment of the Finance OrganizationStephen G. Lynch
This document summarizes a workshop on assessing finance organizations using lean principles. It discusses defining the framework for assessment, understanding six sigma and benchmarking in the assessment phase. It outlines the goals of understanding an organization's capacity for transformation, prioritizing improvement areas, and identifying common obstacles. It defines the key levers of transformation like vision, strategy, governance and culture. It discusses using six sigma approaches like defining problems and opportunities, measuring performance, analyzing data, improving processes and controlling results. It covers gathering current state information, benchmarking performance against world-class companies, and assessing an organization's leadership, programs, existing initiatives and resources to determine readiness for transformation.
Session 3 - Reengineering the Finance OrganizationStephen G. Lynch
This document discusses reengineering the finance function. It begins by introducing the presenter and describing the goals of the workshop, which are to understand reengineering principles, frameworks, shared services, outsourcing trends, and managing change. It then discusses what reengineering is and principles such as organizing around outcomes. It describes challenges finance organizations face and how reengineering can address these. The transformation framework covers phases from project launch to transition and realization. Key activities and deliverables are outlined for each phase. Critical success factors like executive support and alignment with strategy are also noted.
The New Revenue Standard is Here: Next StepsTensoft, Inc.
This presentation shows the changes the new revenue recognition standard will bring with it and how a company can prepare for the new standard. Posted with permission from Jeffrey Werner of Werner Consulting Group, who presented on this topic in September 2014.
This document discusses finance transformation and becoming a strategic business partner. It provides an overview of finance challenges, objectives of high-performing finance organizations, and a maturity model assessment tool. The key aspects of a successful transformation include having a clear business case, executive support, program management, addressing cultural issues, and effective communication throughout the process. The payoff is shifting from transactional to more analytical/strategic work, optimizing resources, and enhancing business competitiveness over time.
The Age of Alignment Part III: Moving From Theory to PracticePearl Meyer
This series is designed to explore a fundamental question that was raised by the NACD Blue Ribbon Commission on Strategy Development: “Does your company’s incentive structure reinforce or unintentionally undermine its chosen strategy?”
Parts 1 and 2 – which are available for replay – outlined a number of diagnostic tools and approaches that boards can use to uncover potential misalignment between their strategy and the compensation program design. We’ve also looked at various protocols that can help improve alignment and drive toward desired goals.
As we know – protocols cannot anticipate every situation. The fresh news on the proposed SEC rules regarding pay for performance disclosure is a perfect example!
I’m joined today by Jim Heim and Theo Sharp, both managing directors in the Boston office of Pearl Meyer and Partners and today we’re going to talk about some real-world examples that show how companies have put these smart theories and protocols into practice and how they’ve remained disciplined toward strategy execution but also flexible to accommodate the unexpected.
BT Finance Transformation Finance Shared Service FinalRalph Geertsema
BT Group is a large telecommunications company operating in over 170 countries with over 100,000 employees and $29.4 billion in revenue. Over time, BT Group has transformed its finance organization through the increased use of shared service organizations (SSOs) and outsourcing to drive efficiency. BT Group established its first SSO in the UK in 2001 for transaction processing and IT support and has since expanded its SSOs globally and outsourced more finance functions. Technology has been a key enabler of BT Group's finance transformation, underpinning the organizational changes and alignment of SSOs and outsourcing to reduce costs and drive performance towards best-in-class.
Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.
Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
Transformational change is here to stay.
We are living in an era of continuous transformation where standing still is simply not an option in today’s ultra-competitive and constantly changing business environments.
This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.
In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.
The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.
Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.
Benefits Management done well will naturally draw people into the change process and can achieve game-changing results. It does this by fostering in people; joined-up thinking, good communications, readiness for change and a culture of shared goals and objectives.
Today’s market drivers for constant business change don’t offer the luxury of choice.
If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.
If directed to cut costs or do more for less, it should be done intelligently. Benefits management is essentially about making sure that the organisation has an unrelenting focus on delivering business value and not just traditional time, cost and quality outputs.
In the real world, it’s about people and winning the hearts and minds of the people, that will deliver true success.
On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
The presenters were Neil White, Chair of APM Benefits Management SIG and Merv Wyeth, Secretary.
See also: http://bit.ly/2iykbXX
The document discusses the importance of benefits management for organizations and outlines best practices for developing business cases, measuring benefits, and ensuring benefits are realized. It notes that only 29% of projects are successful, highlighting the need for a benefits-led approach to improve outcomes. A key message is that benefits realization requires active management like any other business process.
Best Practices in Creating a Strategic Finance FunctionFindWhitePapers
Many CFOs and the finance organizations they lead have started to take on new strategic roles within the enterprise. Their goal is to enforce stricter control processes to ensure legal and regulatory compliance, offer strategic insights into the internal and external business environment, and connect the business strategy with daily operations through performance tracking.
The document outlines plans to improve the FP&A (financial planning and analysis) function over the next year at a company. It discusses assessing the current state, including issues with strategic planning, budgeting, forecasting, and performance reviews. The goals for FP&A are to continually improve processes and systems, provide better visibility and understanding of business performance and strategies, and become a more valued partner to the business. The year 1 strategy focuses on beginning to improve capabilities, creating visibility into drivers and KPIs, partnering with business leaders, and supporting strategy tracking.
The document discusses designing effective financial controls. It outlines that effective controls require a commitment to control objectives, risk assessment, control activities, communication, and monitoring. It describes the five components of the COSO internal control framework - control environment, risk assessment, control activities, communication and information, and monitoring. Key focus areas for effective controls are outlined as control activities to manage risk, reliable information available to stakeholders, communication mechanisms, and monitoring for compliance.
WHAT the F*** is Programmatic Trading & what's in it for us?TailWindEMEA
The document discusses programmatic trading in digital advertising. It begins by defining common acronyms used in programmatic advertising like RTB, DSP, SSP. It then discusses how programmatic trading benefits various stakeholders in digital advertising like advertisers, agencies, ad networks, publishers. Programmatic trading allows for bidding infused buying, data targeting, faster go-to-market times, automated procedures and operational efficiency. It also allows for more control, transparency and ability to reclaim data for stakeholders. The document provides next steps publishers and agencies can take to leverage programmatic trading and data to increase revenues and operational efficiency.
The Critical Trends in Online Advertising: MIMA Summit 2014Eric Picard
This document provides a history and overview of key trends in the digital advertising industry from the 1990s to present. It discusses the fragmentation of media sources and audiences, the growth of automation and programmatic buying through real-time bidding exchanges. The complexity of the current ecosystem is examined, with a prediction that consolidation among the hundreds of vendors is needed. The roles of various players like advertisers, agencies, exchanges, and publishers are mapped out within the programmatic advertising model.
This document is a resume for David M. Bowen, a CPA and MBA with over 20 years of experience in financial reporting, accounting operations, and financial analysis. He has held leadership roles such as Corporate Controller and Director of North America Controller for multinational companies. His experience includes global consolidation, financial system implementations, and accounting process transformations.
Integrated Planning & Reporting Solution for GovernmentTridant
Tridant's integrated planning and reporting solution for government simplifies funding management, allows finance managers to focus on analysis over data preparation, and replaces outdated technology. It enables involvement across planning, estimating, budgeting, and reporting. Key benefits include self-service reporting, alignment of internal and external processes, tracking fund flows, and automated integration to reduce routine work. The solution is designed specifically for compliant government use and delivers efficiency, effectiveness, and sustainable resource management.
Financial and operational Performance Management John Berry
The document discusses IBM's financial and operational performance management solutions. It describes three imperatives for improving performance management outcomes: transforming the system of engagement, integrating finance and operations performance management, and infusing scenario and predictive intelligence. It provides examples of how IBM helps clients in various industries address challenges in planning, analysis, forecasting and decision making.
This document discusses key concepts for building a business case to evaluate the feasibility of implementing shared services. It provides an overview of how to calculate costs and benefits, collect current state metrics, and consider sensitivities. Calculating benefits focuses on headcount reductions through process efficiencies and benchmarks. Costs include labor, technology, consulting, and site-related expenses. Non-quantifiable benefits like improved customer service and controls are also noted. Current state metrics involve analyzing headcounts, volumes, and costs by activity. Interviews provide context.
The document discusses best practices for modernizing the month-end close process. It defines the typical month-end close, outlines common pain points with traditional spreadsheet-based approaches, and examines technology options and their benefits. Integrated platforms that leverage existing Excel processes but add controls, workflow, and data integration can help automate manual tasks and speed up the close while improving accuracy and compliance.
Finance 2020: Designing a Finance function to meet new demandsDeloitte Canada
The document discusses how the finance function needs to be reimagined and transformed to meet future business needs. Traditional finance is not well-equipped to provide strategic insights that leadership requires. The future of finance will see operational tasks moved to centralized shared services with standardized processes and mobile/cloud technologies. Analytics will be leveraged to provide data-driven insights. Specialized finance roles will be embedded in business units. Finance will need new skills in consulting, analytics, and business knowledge. CFOs must develop a vision and blueprint to evolve their finance team by rethinking processes, organization, talent, and technologies.
The document outlines 20 steps to ensure success for a finance transformation project. It recommends appointing a project sponsor and steering committee to oversee the project. A project manager should be appointed to lead the assembly of a project team to gather requirements, select software, and produce key documents like a project charter and system design document. Other steps include purchasing technology, configuring software, user acceptance testing, training, migrating data, going live, and celebrating project completion. The overall goal is the successful delivery of a new finance system to meet changing business needs through a rigorous project process.
Proven Techniques for Optimizing Your Financial Planning & Analysis ProcessProformative, Inc.
In this session, you will learn best practices for optimizing the planning process including how to adopt a driver-based model, efficiently manage rolling forecasts, embrace “what if” scenario modeling and provide more meaningful reporting and analysis to impact decision making. You will gain insights from comprehensive industry research recently conducted with hundreds of financial professionals around the world in order to understand key industry trends and best practices that are working for leading edge organizations today. In addition to the research, subject matter experts will share numerous practical steps for improving performance management processes in your organization. You will come away with real-world methodologies to help you improve and shorten your budgeting process and will also enable better decision making and organizational alignment that will help you to optimize performance.
Speaker: Tony Ard, Director of Solutions Engineering, Axiom EPM
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 5
Session 2 - Lean Assessment of the Finance OrganizationStephen G. Lynch
This document summarizes a workshop on assessing finance organizations using lean principles. It discusses defining the framework for assessment, understanding six sigma and benchmarking in the assessment phase. It outlines the goals of understanding an organization's capacity for transformation, prioritizing improvement areas, and identifying common obstacles. It defines the key levers of transformation like vision, strategy, governance and culture. It discusses using six sigma approaches like defining problems and opportunities, measuring performance, analyzing data, improving processes and controlling results. It covers gathering current state information, benchmarking performance against world-class companies, and assessing an organization's leadership, programs, existing initiatives and resources to determine readiness for transformation.
Session 3 - Reengineering the Finance OrganizationStephen G. Lynch
This document discusses reengineering the finance function. It begins by introducing the presenter and describing the goals of the workshop, which are to understand reengineering principles, frameworks, shared services, outsourcing trends, and managing change. It then discusses what reengineering is and principles such as organizing around outcomes. It describes challenges finance organizations face and how reengineering can address these. The transformation framework covers phases from project launch to transition and realization. Key activities and deliverables are outlined for each phase. Critical success factors like executive support and alignment with strategy are also noted.
The New Revenue Standard is Here: Next StepsTensoft, Inc.
This presentation shows the changes the new revenue recognition standard will bring with it and how a company can prepare for the new standard. Posted with permission from Jeffrey Werner of Werner Consulting Group, who presented on this topic in September 2014.
This document discusses finance transformation and becoming a strategic business partner. It provides an overview of finance challenges, objectives of high-performing finance organizations, and a maturity model assessment tool. The key aspects of a successful transformation include having a clear business case, executive support, program management, addressing cultural issues, and effective communication throughout the process. The payoff is shifting from transactional to more analytical/strategic work, optimizing resources, and enhancing business competitiveness over time.
The Age of Alignment Part III: Moving From Theory to PracticePearl Meyer
This series is designed to explore a fundamental question that was raised by the NACD Blue Ribbon Commission on Strategy Development: “Does your company’s incentive structure reinforce or unintentionally undermine its chosen strategy?”
Parts 1 and 2 – which are available for replay – outlined a number of diagnostic tools and approaches that boards can use to uncover potential misalignment between their strategy and the compensation program design. We’ve also looked at various protocols that can help improve alignment and drive toward desired goals.
As we know – protocols cannot anticipate every situation. The fresh news on the proposed SEC rules regarding pay for performance disclosure is a perfect example!
I’m joined today by Jim Heim and Theo Sharp, both managing directors in the Boston office of Pearl Meyer and Partners and today we’re going to talk about some real-world examples that show how companies have put these smart theories and protocols into practice and how they’ve remained disciplined toward strategy execution but also flexible to accommodate the unexpected.
BT Finance Transformation Finance Shared Service FinalRalph Geertsema
BT Group is a large telecommunications company operating in over 170 countries with over 100,000 employees and $29.4 billion in revenue. Over time, BT Group has transformed its finance organization through the increased use of shared service organizations (SSOs) and outsourcing to drive efficiency. BT Group established its first SSO in the UK in 2001 for transaction processing and IT support and has since expanded its SSOs globally and outsourced more finance functions. Technology has been a key enabler of BT Group's finance transformation, underpinning the organizational changes and alignment of SSOs and outsourcing to reduce costs and drive performance towards best-in-class.
Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.
Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
Transformational change is here to stay.
We are living in an era of continuous transformation where standing still is simply not an option in today’s ultra-competitive and constantly changing business environments.
This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.
In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.
The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.
Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.
Benefits Management done well will naturally draw people into the change process and can achieve game-changing results. It does this by fostering in people; joined-up thinking, good communications, readiness for change and a culture of shared goals and objectives.
Today’s market drivers for constant business change don’t offer the luxury of choice.
If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.
If directed to cut costs or do more for less, it should be done intelligently. Benefits management is essentially about making sure that the organisation has an unrelenting focus on delivering business value and not just traditional time, cost and quality outputs.
In the real world, it’s about people and winning the hearts and minds of the people, that will deliver true success.
On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
The presenters were Neil White, Chair of APM Benefits Management SIG and Merv Wyeth, Secretary.
See also: http://bit.ly/2iykbXX
The document discusses the importance of benefits management for organizations and outlines best practices for developing business cases, measuring benefits, and ensuring benefits are realized. It notes that only 29% of projects are successful, highlighting the need for a benefits-led approach to improve outcomes. A key message is that benefits realization requires active management like any other business process.
Best Practices in Creating a Strategic Finance FunctionFindWhitePapers
Many CFOs and the finance organizations they lead have started to take on new strategic roles within the enterprise. Their goal is to enforce stricter control processes to ensure legal and regulatory compliance, offer strategic insights into the internal and external business environment, and connect the business strategy with daily operations through performance tracking.
The document outlines plans to improve the FP&A (financial planning and analysis) function over the next year at a company. It discusses assessing the current state, including issues with strategic planning, budgeting, forecasting, and performance reviews. The goals for FP&A are to continually improve processes and systems, provide better visibility and understanding of business performance and strategies, and become a more valued partner to the business. The year 1 strategy focuses on beginning to improve capabilities, creating visibility into drivers and KPIs, partnering with business leaders, and supporting strategy tracking.
The document discusses designing effective financial controls. It outlines that effective controls require a commitment to control objectives, risk assessment, control activities, communication, and monitoring. It describes the five components of the COSO internal control framework - control environment, risk assessment, control activities, communication and information, and monitoring. Key focus areas for effective controls are outlined as control activities to manage risk, reliable information available to stakeholders, communication mechanisms, and monitoring for compliance.
WHAT the F*** is Programmatic Trading & what's in it for us?TailWindEMEA
The document discusses programmatic trading in digital advertising. It begins by defining common acronyms used in programmatic advertising like RTB, DSP, SSP. It then discusses how programmatic trading benefits various stakeholders in digital advertising like advertisers, agencies, ad networks, publishers. Programmatic trading allows for bidding infused buying, data targeting, faster go-to-market times, automated procedures and operational efficiency. It also allows for more control, transparency and ability to reclaim data for stakeholders. The document provides next steps publishers and agencies can take to leverage programmatic trading and data to increase revenues and operational efficiency.
The Critical Trends in Online Advertising: MIMA Summit 2014Eric Picard
This document provides a history and overview of key trends in the digital advertising industry from the 1990s to present. It discusses the fragmentation of media sources and audiences, the growth of automation and programmatic buying through real-time bidding exchanges. The complexity of the current ecosystem is examined, with a prediction that consolidation among the hundreds of vendors is needed. The roles of various players like advertisers, agencies, exchanges, and publishers are mapped out within the programmatic advertising model.
2011 Global Payroll Metrics, Trends And Best Practicesfcheek
This document presents results from The Hackett Group's 2011 Global Payroll Performance Study. It discusses key findings regarding global payroll trends, metrics on top performing organizations, and a vision for payroll in 2013. Some of the major trends highlighted include the need for a global payroll process owner, increased use of shared services models, importance of formal governance, and growing acceptance of outsourcing payroll functions. The presentation provides insights on how top performers achieve lower costs and greater efficiencies compared to peer organizations.
Programmatic Buying: Unlocking Better Monetization for PublishersTailWindEMEA
Elias Gagas, the Managing Director of TailWind, participated at IAB Romania's “Digital Publishing & Αdvertising day 2014” in Bucharest, where he explained how Publishers can monetize the rapidly growing Programmatic market.
Delivering Real-Time Business Value for Consumer ProductsSAP Technology
1) The document discusses how SAP HANA can help consumer products companies respond to shortening product lifecycles and demanding consumers by enabling real-time business operations.
2) It provides examples of how SAP HANA allows various business processes like production planning, asset management, and supply chain monitoring to run faster and be more responsive.
3) The document estimates that SAP HANA could help reduce inventory levels by 36%, improve customer service by 13%, and optimize marketing investments.
This is the public version from various client work reviewing the digital advertising ecosystem and the seismic changes occurring in the advertising industry.
This looks at marketer metrics, ad exchanges, economics and issues around privacy (very short) and use of data and targeting.
Greg Stuart +1 631 702 0682
Trends in Outsourcing & Offshoring in the Financial Services Industry 2008-20...newtonsa1
Financial Services companies continue to face headwinds in the global marketplace. Whilst outsourcing activity has not returned to the levels it enjoyed pre-Credit Crunch we are starting to see signs of strengthening demand across North America, EMEA and Asia-Pacific. The third edition of Elix-IRR’s report on Trends in Outsourcing and Offshoring in the Financial Services Industry examines developments in the market since 2011 and the key deal activity which has taken place. We once again assess the health of outsourcing in Financial Services by geography and by domain as well as applying particular scrutiny to the ever-increasing pressure of global regulation and the role of service management in ensuring that outsourcing contributes to the achievement of strategic goals. And because of our longstanding commitment to Africa we return to the continent with fresh insights to the health of the market there, particularly supplier activity in the region.
All about Programmatic buying(RTB), DSP,SSP, DMP & DCT - A complete digital ...Karunakar Ravirala
The document discusses digital advertising and programmatic buying. It describes how real-time bidding works, with advertisers automatically bidding on impressions in real-time auctions. It also outlines the different players in the digital ad ecosystem like DSPs, SSPs, and how publishers utilize their ad stack and data management platforms to maximize revenue from impressions by selling them programmatically or via direct sales. Dynamic creative optimization is also covered, which allows customizing ads to different audience segments.
The document provides an overview of business process outsourcing (BPO). It defines BPO and explains that it involves contracting out business functions like customer service, accounting, and data entry to third-party providers. The document also outlines different types of BPO services, top BPO companies in India, advantages and disadvantages of BPO, and a SWOT analysis of the BPO industry in India.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help alleviate symptoms of mental illness and boost overall mental well-being.
Best in Class Working Capital Management - Best Practices for A/R, AP and Inv...Proformative, Inc.
This document discusses working capital management and survey findings. It summarizes a 2012 working capital survey that found the performance gap between the US and Europe narrowed significantly, with Europe improving more than the US. The gap between large and small companies also narrowed. Leading performers made strides through supply chain optimization, payment term management, and risk management. Poorer performers focused more on short-term fixes than sustainable changes. The document also summarizes variations in working capital metrics across industries and regions.
Saiprakash R provides a summary of his professional experience and objectives. He has over 16 years of experience in financial management roles across various industries. Currently, he is the General Manager of Finance and Administration for Ali Alhashemi Trading LLC and its group companies in GCC, where he manages financial reporting, budgeting, credit facilities, and a team of 40 people. His objective is to secure a management position offering learning opportunities, preferably in business development and strategic planning.
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.
Stacey L. Hynes is a finance executive with over 15 years of experience in strategic planning, business management, and finance transformation at global outsourcing companies Northgate Arinso and Convergys. She has a proven track record of successfully integrating acquisitions, transitioning tasks offshore to reduce costs, and developing standardized financial reporting and processes. Her experience includes roles as a director of finance, senior business consultant, and other financial analyst positions where she managed teams and led initiatives to improve pricing, reporting, budgeting, and financial analysis.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, it can help organizations achieve breakthrough results in short periods of time by focusing all resources on the strategic priorities.
The document discusses the balanced scorecard framework and its implementation. It provides examples of how organizations have successfully used the balanced scorecard to align strategies across divisions and functions. The key principles discussed are translating strategy into measurable objectives, communicating the strategy throughout the organization, and ensuring strategies are linked to goals and incentives at all levels.
This document discusses CHS Inc.'s evolution of long range planning through implementing a new strategic finance model. It describes CHS's businesses and leadership changes that created a need for updated strategic planning. The finance team was tasked with developing a 5-year strategic growth plan using a new Hyperion Strategic Finance tool to integrate financial modeling, scenarios, and planning across business units. Lessons learned included focusing the model design, keeping it simple, training team members, and using the plan to kick off annual planning and continuously improve the process.
Ronnie Ng is a Malaysian citizen currently working as the Finance Manager for British American Tobacco Global Services Delivery. He has over 20 years of experience in finance and accounting roles with various multinational companies. He holds a Bachelor's degree in Commerce from the University of New South Wales and is a CPA Australia qualified accountant.
Avinash Sharma has over 4 years of experience in finance roles such as balance sheet reconciliation and financial data analysis. He currently works as a Senior Accounts Associate at Metlife GOSC, where he performs client data reviews, ensures accurate transaction recording, and prepares action plans and exception reports. Previously, he worked at Deloitte conducting financial data analysis, assessing tax filing requirements, and preparing tax returns. He has expertise in data analysis tools like CorpTax and GoSystems.
The document summarizes the problem of a lack of coordination and strategic focus across 120 concurrent projects at an organization in 2004. An investigation revealed projects were contradicting each other and there was no overall direction. A solution implemented centralized control and governance of projects through a hybrid Sarbanes-Oxley and Center of Excellence framework. This established financial controls, resource allocation, synergies identification, and benefits delivery tracking. The results included focused strategic input, staff savings, improved customer service, organizational control, and cost avoidance.
Diana M. Sweetwood is a seasoned executive with over 13 years of experience managing consulting practices at IBM. She has a proven track record of developing strategies, leading teams, and driving growth. Her experience includes managing teams of up to 400 consultants, exceeding revenue targets, and successfully leading international assignments in Australia. She holds an MBA in Finance and certifications in accounting.
Business Transformation - Finance Transformation using SAP Solutionsvenunala
The document discusses strategies for business and finance transformation at a consumer packaged goods company. It recommends leveraging SAP solutions to achieve integrated end-to-end business processes, gain insights from data analytics, streamline applications, and ensure strategic initiatives are aligned with business goals. Key focus areas include supply chain optimization, working capital management, consumer insights, mobility, and leveraging existing SAP investments to transform processes and systems.
How Do Our Most Successful Customers Do It? The Must-Have Ingredients for Val...SAP Ariba
This document discusses key ingredients for successful business transformations. It identifies program vision and business case, executive sponsorship, supporting policy, cross-functional collaboration, and communication as critical success factors. The document provides best practices for each success factor and explains how they can increase the likelihood of a transformation effort achieving its goals. Executive sponsorship in particular is emphasized as essential for gaining company-wide support, ensuring goals are prioritized, and removing barriers to progress. Strong program vision and business case are also highlighted as important to define expected outcomes and benefits in a clear and tangible way.
The document discusses Salesforce's approach to domain sponsorship and governance for a global enterprise customer. It outlines 7 domains including strategy and vision, business metrics, adoption, sponsorship and governance, processes, technology and data, and a roadmap. It recommends defining objectives, strategies, and a vision, prioritizing initiatives, developing a governance model, assessing impact on employees, and defining key business metrics and a CRM roadmap.
This document discusses setting up shared services for a large pediatric hospital and its physician practices to improve efficiencies and reduce costs. It describes the hospital's current decentralized structure with duplicate departments across organizations. The future state proposed is to consolidate departments, workflows and technology into a single shared services organization. Implementing this change would help address financial challenges currently facing the hospital by standardizing processes and reducing costs. The document outlines approaches, challenges, timelines and considerations for establishing an effective shared services model to maximize the return on investment from an electronic health record system.
The document provides a profile summary for Jyothsna Chitiveli including her contact information, qualifications, career objective, education details, and work experience. She has over 8 years of experience in finance and accounting roles including as a Senior Accounts Receivable Analyst and Senior Reconciliation Analyst. She is pursuing her CMA and currently works as a Senior Reconciliation Analyst for Arctern - A Volt Information Sciences Company, where her responsibilities include reconciling accounts, preparing reports, and identifying process improvements.
Lynette Perrone has over 15 years of experience in finance and business management roles. She currently works as the Director of the Business & Project Management Team for Prudential Financial's Retail Mutual Funds Distribution, where she coordinates requests for proposals, due diligence requests, and mutual fund sales agreements. Previously, she worked at Public Service Enterprise Group for over 6 years in roles including Senior Business Analyst, Project Manager, and Financial Analyst, where she developed new management reporting processes, led merger integration projects, and achieved over $30 million in cost savings. She holds an MBA from Centenary College and a B.S. in Business Management from Rutgers University.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.