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- Understanding the business line of TechnologyOne and their occupation in the market
- Relevant qualitative analysis on the risk, competitors and external economic drivers for TechOne
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When economic cycles take a directional turn, some products become more valuable to a financial institution. Speakers discussed relationship profitability when pricing a new opportunity and how deposits have become more valuable than they have been in the past.
Dr. Christian Campagna, Managing Partner at Accenture - Integrated Business S...Global Business Events
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MOCH Advisory TechnologyOne Pitch - State FinalistOscar Haman
Evaluating TechnologyOne as a potential stock to buy
Completing this case involved:
- Valuing TechOne's intrinsic value of its shares through a DCF analysis
- Determining the main catalyst into which this buy will substantiate from
- Understanding the business line of TechnologyOne and their occupation in the market
- Relevant qualitative analysis on the risk, competitors and external economic drivers for TechOne
- Overall rationale as to why TechnologyOne should be bought
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* Critical Success factors in PM
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Here is our latest update on our Back Office Benchmarking service for the Social Housing sector with over 40+ members its a unique service and part of our VFM solution suite
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Lecture Outline
* Local PM Challenges
* International Trends in PM
* Critical Success factors in PM
Lecture Objectives
* Discuss some of the challenges that local organizations face in managing projects
* Explore international trends in PM and discuss their applicability in Lebanon
* Discuss the need to move from PM to Benefits Management (BM)
* Discuss the Benefits Management practices
The presentation provides steps to guide your finance teams to meet the changing needs of law firms. How do you deliver greater insights, automate processes and ensure you that you have the right team structure?
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Whether re-integrating back to in-office life or staying digitally connected through remote work, the first step in determining how to spur growth comes with reevaluating your company's willingness to change mindset.
Join David Bergstein, Chief Innovation Officer at Bergstein CPA, as he shares insight on the accounting landscape, new trends, and practical tips for reevaluating your company's positionality.
This session will cover:
• What it means to challenge tradition and change your company mindset
• How to make sure you are set up to be as productive and efficient as possible
• Best practices for choosing the tools you will utilize
• Methods to measure and track your success so you can watch yourself improve!
...and more! Everyone who attends will walk away with the knowledge of what to do to be successful in the "New Normal."
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Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
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Getting the resources your team needs is a matter of knowing just enough about finances to communicate what you want, and explaining how it will benefit the company. The trick is to speak their language. Learn the basics of budgeting, benchmarking, resource allocation, cost-benefit analysis, and communicating costs using tools like net present value. Understand the importance of your business cycle and the difference between cap-ex and op-ex. These are slides from a half-day course that also covers spreadsheet magic, like pivot tables and pivot charts.
Similar to MAGI East 2016 W870 - Nolen (edits v3.0) (20)
Winning the Budget Game: How to Get the Money You Need for IT Every Time
MAGI East 2016 W870 - Nolen (edits v3.0)
1. Commercialization of an IRB
Workshop W870 IRB Best Practices
MAGI East 2016
Parker Nolen, MBA, CCRC, CIP
Director
Research Compliance & Regulatory Affairs
Community Health Network
2. Identify Market Consolidation
Implications for the Local IRB
Understand Basic Concepts of Management Theory
Identify SWOT
Identify a Local IRB’s Built-in Advantages
Cost Analysis Case Study
Understand Net Present Value Concepts
Objectives
3. I am from a
A. Hospital-based IRB
B. Medical Academic Center IRB
C. Commercial IRB
D. Sponsor
Polling Question
3
6. ...Nearly 200 airports, most of them tiny and many in remote places,
have lost air service entirely since 2008....Airlines have made a
deliberate decision to forgo certain markets...Their new business
model is leaving communities disenfranchised and disconnected from
the global marketplace.
(Mouad, Jad. "Lost Jobs, Lost Flights." New York Times 09 July 2011)
Result of airline consolidation
6
10. Implications for Local IRBs
10
• Will Local IRBs have relevance?
• Will the field remain “Professional”?
• Will we have access to Sponsored research?
• Will our patients have access to novel points of care?
Yes! But…
Local IRBs must be strategic in their thinking and
creative in approaching their operations and their
cost/revenue analysis…
11. • IRB consolidation will continue into “2nd Tier”
• SOME form of the Single IRB Review will survive from NPRM
• IRB Segment of will de-stabilize in 24-36 months
• Institutionally-based IRBs will commercialize to ensure
access to sponsored research
• New Revenue models will emerge
• New Partnerships will emerge
• May be some interest from DOJ regarding anti-trust in the
commercial IRB sector
Industry Forecast (Private Sector)
11
13. • Figure out what your IRB wants to be
• Porter’s Three Strategies
• Figure out how to do it
• Strategy vs. Tactic
• Develop a relationship with Finance
• Identify your Competitive Advantage
• Calculate your Net Present Value (NPV)
Addressing the SWOT
13
15. • Know what your product costs!
• How much does it cost to run a meeting?
• How are our overhead costs allocated in the
organization?
• Can they be shared across a wide population/large
number of regions or departments?
• Develop a close relationship with Finance
Department
Quick note about Financials…
15
17. • It is exactly what it sounds like
• The low-cost leader in any market gains competitive
advantage from being able to produce the
product/service at the lowest cost.
• This is an easy strategy that can be leveraged by
Local IRBs!
Cost Leadership
17
18. • Allows companies to charge high process and focus
on a volume that generates a better margin.
• This will incur additional costs in creating the
competitive advantage.
• Example: Creating an oncology-only IRB
Differentiation
18
19. • Identifiable and unique needs
• Sufficient size
• Difficult, but doable!
Niche (Focus)
19
20. • Identify capability in which your IRB excels.
• Focus on opportunities in that area, letting others
go.
• This capability is difficult for others to duplicate.
• Involves the skill and coordination of people across
a variety of functional areas or processes used to
deliver value to the customer.
Core Competency
20
21. Strategy vs. Tactic
21
Strategy
• Is the “What”
• Defines goals
• Larger plan made up of
several tactics
• Example:
• Make our Local IRB
desirable for Sponsors
to use by offering
multi-site approvals
Tactic
• Is the “How”
• Specific actions
• Implements the strategy
• Example:
• Aligning with another
Local IRB through
merger or reciprocal
agreement
22. Put another way:
Source: http://www.uxmatters.com/mt/archives/2015/02/strategy-versus-tactics.php
23. Polling Question
23
A capability in which you excel and is difficult for
others to duplicate is a:
A. Cost Leadership Strategy
B. Tactic
C. Core Competency
D. Niche (focus) Strategy
24. • How much does it cost to run a meeting?
• How are our overhead costs allocated in the
organization?
• Can they be shared across a wide region/number of
departments?
• What are we doing that does not need to be done?
Things to Immediately Understand
24
25. • Cost and Overhead Allocation
• Work with Finance people to spread costs over
the entire institution/network as a shared
service.
• May not be possible, but if you are a multi-site IRB, it is
probable.
• Not an easy argument – Be Prepared!
• Marginal Costs are Low
• Allows for innovative pricing/revenue
management strategies.
Local IRB’s Built-in Advantages:
25
26. • Scenario # 1 – Outsource ALL IRB functions
• Scenario #2 – Create a Revenue Stream/Cost Offset
(Commercialize)
• Actual Bid Details:
• $326,000 per year
• $50,000 transfer cost (one-time charge)
• Expedited/Exempt studies will be billed to the
hospital, with $0 revenue back to the hospital for
industry trials
• Steady state of 150 protocols
Cost Analysis Case Study
26
27. NPV Definition and Formula
27
“r” represents the rate of return. It is determined by industry and usually ranges from 8% – 15%.
28. • Bid Details:
• $326,000 Annual
Operational Cost
• $50,000 Transfer Cost
• Expedited/Exempt
Studies billed to hospital
• 1 FTE @ $50,000
Scenario #1 – Outsource Completely
28
Completely outsourcing would be an expense of $1.6M! And
this does not include the additional $2M malpractice
insurance required by the central IRB.
29. Yearly Interst Rate 2.00%
Cost of Investment ($710,048)
2015 Revenue $18,000 $7,500 $180,000
2016 Revenue $30,000 $12,500 $300,000
2017 Revenue $42,000 $17,500 $420,000
2018 Revenue $69,000 $22,500 $540,000
NPV ($560,243) $766,693 $2,069,521
Software
Lease Cost per month $626 Initial Review $1,000
Annual Lease $30,048
Salaries* $130,000 $520,000 Renewals $500
Fringe $156,000
Supplies $1,000 $4,000 Amendments $250
Cost of Investment $710,048
Cost of Investment over 4 Year Period Fees
Assumptions:
• 1 New Protocol per Month
• $1000 - Initial Review
• $500 - Renewals
• $250 - Amendments
• 0 Renewals Year 1
• 2 Amendments per
protocol per year
• 2 FTE @ $130,000
• Software Lease
Scenario # 2 – Create a Revenue Stream
29
Keeping the IRB functions in-house and creating a revenue stream has
AVOIDED an additional expense of $907,952 over the four-year period
30. • Sponsor buy-in
• Accreditation
• 501(c)3 (non-profit) status justification
• Benefit for the community
• Not profit-driven – this is a cost-offset model
Obstacles
30
NOTE:
Local IRBs are NOT sitting on a hidden Gold Mine…
You will be a revenue-positive cost-offset - ONLY
32. Conclusion
32
• Keep abreast of industry trends
• Know your SWOT
• Identify your Core Competencies
• Identify your Competitive Advantages
• Identify your costs/potential revenue
• Build a relationship with Finance
• Consider Alternative Models
This book is yours to take and use as a resource after this class. The table of contents will help you find content or you will see they do a good job of providing you tabs as well to help you navigate.
Please take this time to put your name on the front cover by sliding the page out from under the sleeve. We don’t want you to accidently lose your detailed notes.