This document discusses an Oracle BI Applications project for infoGROUP Inc. It identifies opportunities to reduce expenses and days sales outstanding through improved financial analytics and reporting. Implementing Oracle's pre-built financial analytics solution could provide insights to optimize processes, with estimated potential savings of $2.6 million over 5 years through small reductions in expenses and DSO.
The document describes the prebuilt dashboards and subject areas available in the Oracle Financial Analytics product. It provides an overview of the different dashboard pages available for key areas like general ledger, profitability, receivables, payables, and US federal financial performance. It also summarizes the types of reports and analyses that users can perform using the subject areas for accounts payable, accounts receivable, and other financial data. Finally, it highlights how the prebuilt content and subject areas can be used to perform unlimited analyses and build additional reports with little incremental effort.
The Need for Analytics and the Value of Understanding Profit RiskBaker Hill
The session will outline the reasons for implementing a data analytics program to identify strengths, weaknesses, opportunities and threats. We will investigate the method used in Baker Hill Analytics to calculate profitability at each level of the institution.
Data Quality Considerations for CECL MeasurementLibby Bierman
This webinar covers how institutions should be getting their data ready for the Current Expected Credit Loss Model, CECL, which will be the new standard for the ALLL or allowance for loan and lease losses.
Find out more at alll.com.
In a competitive environment, just giving the customer a good rate may not be enough. Financial institutions must value the complete relationship in order to understand how valuable that customer truly is.
The document is a case study report on the total economic impact of implementing Beckon, a marketing intelligence platform. It finds that Beckon provides organizations with benefits such as 12.7% average improvement in return on marketing spend, over $9 million in improved marketing investment performance, and over $1 million in reduced reporting costs. It also reduces marketing analytics headcount needs. The report estimates a composite organization would see a 513% return on investment from Beckon with over $8.5 million in benefits and a payback period of 7 months.
Commercial Lending Trends that Drive Sound Credit for High Performing PortfoliosBaker Hill
In this session, we will review current commercial lending trends, discuss proactive efficiency strategies and highlight a bank realizing gains based upon those strategies.
Leveraging and Optimizing Internal and External Data for Strategic and Tactic...Baker Hill
This document discusses how community banks and credit unions can leverage internal and external data for strategic decision making. It emphasizes using data on local markets, customers, and transactions to optimize branch networks, target growth opportunities, and better understand customer preferences and behavior across channels. The document provides examples of segmenting customers based on account characteristics and channel usage, analyzing branch market areas, and identifying small business banking prospects. It stresses measuring results and adjusting goals based on analytics of customer, market and competitive data.
Successfully Managing Customer Relationships and Product Portfolios Baker Hill
The document discusses successfully managing customer relationships and product portfolios through data-driven marketing. It notes that leadership wants growth but marketing lacks data and skills. The state of marketing is described, and the importance of understanding customer capacity and propensity is emphasized. A case study shows how continuous communications targeting products to customers based on their data increased balances, relationships, and adoption of services.
The document describes the prebuilt dashboards and subject areas available in the Oracle Financial Analytics product. It provides an overview of the different dashboard pages available for key areas like general ledger, profitability, receivables, payables, and US federal financial performance. It also summarizes the types of reports and analyses that users can perform using the subject areas for accounts payable, accounts receivable, and other financial data. Finally, it highlights how the prebuilt content and subject areas can be used to perform unlimited analyses and build additional reports with little incremental effort.
The Need for Analytics and the Value of Understanding Profit RiskBaker Hill
The session will outline the reasons for implementing a data analytics program to identify strengths, weaknesses, opportunities and threats. We will investigate the method used in Baker Hill Analytics to calculate profitability at each level of the institution.
Data Quality Considerations for CECL MeasurementLibby Bierman
This webinar covers how institutions should be getting their data ready for the Current Expected Credit Loss Model, CECL, which will be the new standard for the ALLL or allowance for loan and lease losses.
Find out more at alll.com.
In a competitive environment, just giving the customer a good rate may not be enough. Financial institutions must value the complete relationship in order to understand how valuable that customer truly is.
The document is a case study report on the total economic impact of implementing Beckon, a marketing intelligence platform. It finds that Beckon provides organizations with benefits such as 12.7% average improvement in return on marketing spend, over $9 million in improved marketing investment performance, and over $1 million in reduced reporting costs. It also reduces marketing analytics headcount needs. The report estimates a composite organization would see a 513% return on investment from Beckon with over $8.5 million in benefits and a payback period of 7 months.
Commercial Lending Trends that Drive Sound Credit for High Performing PortfoliosBaker Hill
In this session, we will review current commercial lending trends, discuss proactive efficiency strategies and highlight a bank realizing gains based upon those strategies.
Leveraging and Optimizing Internal and External Data for Strategic and Tactic...Baker Hill
This document discusses how community banks and credit unions can leverage internal and external data for strategic decision making. It emphasizes using data on local markets, customers, and transactions to optimize branch networks, target growth opportunities, and better understand customer preferences and behavior across channels. The document provides examples of segmenting customers based on account characteristics and channel usage, analyzing branch market areas, and identifying small business banking prospects. It stresses measuring results and adjusting goals based on analytics of customer, market and competitive data.
Successfully Managing Customer Relationships and Product Portfolios Baker Hill
The document discusses successfully managing customer relationships and product portfolios through data-driven marketing. It notes that leadership wants growth but marketing lacks data and skills. The state of marketing is described, and the importance of understanding customer capacity and propensity is emphasized. A case study shows how continuous communications targeting products to customers based on their data increased balances, relationships, and adoption of services.
CECL - The Relationship Between Credit and FinanceLibby Bierman
CECL planning requires collaboration between a bank or credit union's credit and finance functions for the aggregation and analysis of credit loss history. In these slides, find out how decisions made early in your implementation process will influence your ability to leverage results/outputs.
Understanding the Full Lending Performance CycleBaker Hill
Most people see only one piece of the financial institution’s inner workings. This session will outline the full lending cycle and where performance is measured throughout
Migration Analysis: The Way Forward for an Effective ALLL.
Financial institutions will learn about using migration analysis as a methodology to calculate their ALLL. The content covers: the process of migration analysis, how the methodology is viewed by regulators, challenges financial institutions face in implementing the methodology, benefits of using migration analysis compared to other methods, and an overview of recommendations for a financial institution considering implementing migration analysis.
Learning Objectives:
1) To understand what Migration Analysis is, and its role in calculating the ALLL.
2) To understand how Migration Analysis differs from other methodologies used in calculating a financial institution’s ALLL.
3) To gain an understanding of how Migration Analysis works within a loan portfolio.
4) To identify key requirements a financial institution needs to implement Migration Analysis, and how they can pose challenges.
5) To learn how Migration Analysis is viewed by regulators/regulation.
6) To identify the key benefits of using Migration Analysis over other methodologies.
7) To identify preparations a financial institution can take to transition from an existing methodology to Migration Analysis.
8) To understand how the advent of automated solutions has simplified Migration Analysis for financial institutions.
CCAR & DFAST: How to incorporate stress testing into banking operations + str...Grant Thornton LLP
Banks are integrating elements of regulatory stress testing into their everyday business processes and strategic planning exercises, and optimizing enterprise risk management in the process. Stress testing requires collaboration across bank functions and provides an opportunity to improve processes and identify synergies. As banks progress through multiple stress testing cycles, they are exploring ways to standardize data management, financial planning, and risk management to make these functions more efficient and aligned with stress testing and overall business needs.
CECL Methodology Series for C&I Loan PoolsLibby Bierman
In this webinar, Sageworks looks at methodologies that banks and credit unions will likely use for commercial and industrial loans when calculating the ALLL under CECL. See the recording at http://web.sageworks.com/cecl-methodology-webinar-series/
Strategic Alignment, Structure, and Managing ChangeBaker Hill
When we talk about “centralizing” in business and commercial banking, its often received with a negative connotation. Centralization to many implies reorganizations and layoffs. This session is intended to educate attendees on centralization initiatives, communicate the potential upside, potential downside, and dispel myths that are often associated with this dichotomy. The session will also discuss if and when centralization efforts should be contemplated by financial institutions, steps/best practices in doing so, potential change management/cultural implications, and what parts of the organization should be involved. Lastly, the session will secondarily address portfolio segmentation efforts necessary to achieve efficiencies.
The CECL Workshop Series Part I: Crafting Your Implementation PlanLibby Bierman
The FASB’s CECL guidance is expected to be released in the first half of 2016. Implementation will be required in 2019 or 2020, but it is imperative to start readying a plan now. You know the basics of CECL, now learn actionable ways to prepare your institution. In Part I of this webinar series, professionals from Sageworks and CliftonLarsonAllen provided the latest information, factors your institution should consider when crafting a CECL implementation plan, example timelines for CECL implementation planning, important data components, how to future-proof your ALLL and the pitfalls of repurposing historical loss calculations for CECL.
Lessons from FinTech: Innovators & Disruptors Baker Hill
This document discusses challenges and opportunities in commercial banking. It summarizes views from bankers and innovators on topics like:
1) New competitors and losing market share to digital disruptors
2) Top strategic priorities like enhancing digital experiences and analytics
3) Key challenges like escaping commodity sales and achieving operational excellence in digital banking
4) Partnering with fintechs and disrupting internally to drive innovation
5) Using data and analytics to provide actionable insights and personalized services that meet changing customer expectations.
Investor relations Presentation - March 2016PressGaney_IR
The document is an investor presentation for an unnamed company. It begins with standard legal disclaimers about the use of forward-looking statements and estimates in the presentation. The rest of the presentation provides an overview of the company, including its mission and solutions, the industries it serves, its strategic advantages, innovations, growth strategy, financial overview and appendix with adjusted EBITDA reconciliation.
The 2018 Regulatory Update - Are You Ready?Baker Hill
This document summarizes a presentation on 2018 regulatory updates given by Doug Johnson and Melissa Sewell. The presentation covered new HMDA and small dollar lending regulations, including key data fields examiners will focus on and new transaction testing guidelines. It also discussed upcoming regulatory hot topics like CECL accounting standards and electronic signatures.
CECL Methodology Series for Consumer Loan PoolsLibby Bierman
The document discusses methodologies for estimating expected credit losses under ASU 326 (CECL). It covers key considerations like segmentation, historical loss experience, and fundamental principles. Cumulative loss rates are emphasized over average annual rates to properly reflect the life of the asset. Roll-rate models are also discussed as applicable for short-term forecasting of revolving credits. Loan-level detail is important for loss rates but not for roll-rate models using delinquency band pools.
Digitizing SMB loans: Overcoming speed and borrower experience concernsLibby Bierman
Banks and Credit Unions can take a look at digitizing their business lending process, with the advantages of both improving the borrower experience and increasing scale.
ADP reported financial results for the second quarter of fiscal year 2017. Total revenues increased 6% to $3 billion driven by growth in Employer Services and PEO Services. Adjusted EBIT margin expanded 190 basis points to 19.8% due to solid revenue growth and margin expansion. Adjusted diluted EPS grew 20% to $0.87. For fiscal 2017, ADP expects total revenue growth of approximately 6% and adjusted EBIT margin expansion of approximately 50 basis points.
The document discusses credit policies and working capital management. It analyzes how changing credit policies at a company called Borboleta could impact profitability. The analysis finds that the proposed changes would increase contribution and return on investment. The document also compares supply chain finance to traditional working capital management, finding supply chain finance improves operational efficiency but may involve higher financial risks. Finally, it states that negative interest rates could adversely impact opportunity cost by diminishing business growth and cash flows.
The document discusses making commercial banking "future ready" through innovation. It notes that commercial loan growth has driven revenue but is slowing. To prepare, banks need to strengthen risk and return analysis, develop niche lending expertise, and focus on growing deposits, treasury management, and small business products. The presentation advocates moving from a manual, relationship-focused commercial lending model to one driven by data, analytics, integrated platforms, and specialized skills. This would improve response times, production metrics, risk management, and profitability. It suggests banks partner to explore emerging technologies and create a specific vision for the future of their commercial operations.
Credit Unions will have to alter they way they account for credit losses as part of their allowance for loan and lease losses, assuming the FASB finalizes the CECL accounting standard in Q1 of 2016. In this presentation, learn what is changing for credit unions' ALLL and how to prepare.
201310 Risk Aggregation and Reporting. More than Just a Data IssueFrancisco Calzado
Many banks feel overwhelmed by the sheer volume of regulation that is coming their way. It is not surprising, therefore, that when the Basel Committee on Banking Supervision (BCBS) consultative paper, “Principles for effective risk data aggregation and risk reporting” was published in June 2012 it raised a number of concerns
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.
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 document provides early warning signs of potential business failure across several areas including sales, costs, finances, constituencies, industry, and management. It recommends conducting a SWOT analysis and monitoring cash flow closely. Key actions include focusing on the 20% of products/customers that generate 80% of profits, simplifying product lines, and eliminating low-value work.
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.
CECL - The Relationship Between Credit and FinanceLibby Bierman
CECL planning requires collaboration between a bank or credit union's credit and finance functions for the aggregation and analysis of credit loss history. In these slides, find out how decisions made early in your implementation process will influence your ability to leverage results/outputs.
Understanding the Full Lending Performance CycleBaker Hill
Most people see only one piece of the financial institution’s inner workings. This session will outline the full lending cycle and where performance is measured throughout
Migration Analysis: The Way Forward for an Effective ALLL.
Financial institutions will learn about using migration analysis as a methodology to calculate their ALLL. The content covers: the process of migration analysis, how the methodology is viewed by regulators, challenges financial institutions face in implementing the methodology, benefits of using migration analysis compared to other methods, and an overview of recommendations for a financial institution considering implementing migration analysis.
Learning Objectives:
1) To understand what Migration Analysis is, and its role in calculating the ALLL.
2) To understand how Migration Analysis differs from other methodologies used in calculating a financial institution’s ALLL.
3) To gain an understanding of how Migration Analysis works within a loan portfolio.
4) To identify key requirements a financial institution needs to implement Migration Analysis, and how they can pose challenges.
5) To learn how Migration Analysis is viewed by regulators/regulation.
6) To identify the key benefits of using Migration Analysis over other methodologies.
7) To identify preparations a financial institution can take to transition from an existing methodology to Migration Analysis.
8) To understand how the advent of automated solutions has simplified Migration Analysis for financial institutions.
CCAR & DFAST: How to incorporate stress testing into banking operations + str...Grant Thornton LLP
Banks are integrating elements of regulatory stress testing into their everyday business processes and strategic planning exercises, and optimizing enterprise risk management in the process. Stress testing requires collaboration across bank functions and provides an opportunity to improve processes and identify synergies. As banks progress through multiple stress testing cycles, they are exploring ways to standardize data management, financial planning, and risk management to make these functions more efficient and aligned with stress testing and overall business needs.
CECL Methodology Series for C&I Loan PoolsLibby Bierman
In this webinar, Sageworks looks at methodologies that banks and credit unions will likely use for commercial and industrial loans when calculating the ALLL under CECL. See the recording at http://web.sageworks.com/cecl-methodology-webinar-series/
Strategic Alignment, Structure, and Managing ChangeBaker Hill
When we talk about “centralizing” in business and commercial banking, its often received with a negative connotation. Centralization to many implies reorganizations and layoffs. This session is intended to educate attendees on centralization initiatives, communicate the potential upside, potential downside, and dispel myths that are often associated with this dichotomy. The session will also discuss if and when centralization efforts should be contemplated by financial institutions, steps/best practices in doing so, potential change management/cultural implications, and what parts of the organization should be involved. Lastly, the session will secondarily address portfolio segmentation efforts necessary to achieve efficiencies.
The CECL Workshop Series Part I: Crafting Your Implementation PlanLibby Bierman
The FASB’s CECL guidance is expected to be released in the first half of 2016. Implementation will be required in 2019 or 2020, but it is imperative to start readying a plan now. You know the basics of CECL, now learn actionable ways to prepare your institution. In Part I of this webinar series, professionals from Sageworks and CliftonLarsonAllen provided the latest information, factors your institution should consider when crafting a CECL implementation plan, example timelines for CECL implementation planning, important data components, how to future-proof your ALLL and the pitfalls of repurposing historical loss calculations for CECL.
Lessons from FinTech: Innovators & Disruptors Baker Hill
This document discusses challenges and opportunities in commercial banking. It summarizes views from bankers and innovators on topics like:
1) New competitors and losing market share to digital disruptors
2) Top strategic priorities like enhancing digital experiences and analytics
3) Key challenges like escaping commodity sales and achieving operational excellence in digital banking
4) Partnering with fintechs and disrupting internally to drive innovation
5) Using data and analytics to provide actionable insights and personalized services that meet changing customer expectations.
Investor relations Presentation - March 2016PressGaney_IR
The document is an investor presentation for an unnamed company. It begins with standard legal disclaimers about the use of forward-looking statements and estimates in the presentation. The rest of the presentation provides an overview of the company, including its mission and solutions, the industries it serves, its strategic advantages, innovations, growth strategy, financial overview and appendix with adjusted EBITDA reconciliation.
The 2018 Regulatory Update - Are You Ready?Baker Hill
This document summarizes a presentation on 2018 regulatory updates given by Doug Johnson and Melissa Sewell. The presentation covered new HMDA and small dollar lending regulations, including key data fields examiners will focus on and new transaction testing guidelines. It also discussed upcoming regulatory hot topics like CECL accounting standards and electronic signatures.
CECL Methodology Series for Consumer Loan PoolsLibby Bierman
The document discusses methodologies for estimating expected credit losses under ASU 326 (CECL). It covers key considerations like segmentation, historical loss experience, and fundamental principles. Cumulative loss rates are emphasized over average annual rates to properly reflect the life of the asset. Roll-rate models are also discussed as applicable for short-term forecasting of revolving credits. Loan-level detail is important for loss rates but not for roll-rate models using delinquency band pools.
Digitizing SMB loans: Overcoming speed and borrower experience concernsLibby Bierman
Banks and Credit Unions can take a look at digitizing their business lending process, with the advantages of both improving the borrower experience and increasing scale.
ADP reported financial results for the second quarter of fiscal year 2017. Total revenues increased 6% to $3 billion driven by growth in Employer Services and PEO Services. Adjusted EBIT margin expanded 190 basis points to 19.8% due to solid revenue growth and margin expansion. Adjusted diluted EPS grew 20% to $0.87. For fiscal 2017, ADP expects total revenue growth of approximately 6% and adjusted EBIT margin expansion of approximately 50 basis points.
The document discusses credit policies and working capital management. It analyzes how changing credit policies at a company called Borboleta could impact profitability. The analysis finds that the proposed changes would increase contribution and return on investment. The document also compares supply chain finance to traditional working capital management, finding supply chain finance improves operational efficiency but may involve higher financial risks. Finally, it states that negative interest rates could adversely impact opportunity cost by diminishing business growth and cash flows.
The document discusses making commercial banking "future ready" through innovation. It notes that commercial loan growth has driven revenue but is slowing. To prepare, banks need to strengthen risk and return analysis, develop niche lending expertise, and focus on growing deposits, treasury management, and small business products. The presentation advocates moving from a manual, relationship-focused commercial lending model to one driven by data, analytics, integrated platforms, and specialized skills. This would improve response times, production metrics, risk management, and profitability. It suggests banks partner to explore emerging technologies and create a specific vision for the future of their commercial operations.
Credit Unions will have to alter they way they account for credit losses as part of their allowance for loan and lease losses, assuming the FASB finalizes the CECL accounting standard in Q1 of 2016. In this presentation, learn what is changing for credit unions' ALLL and how to prepare.
201310 Risk Aggregation and Reporting. More than Just a Data IssueFrancisco Calzado
Many banks feel overwhelmed by the sheer volume of regulation that is coming their way. It is not surprising, therefore, that when the Basel Committee on Banking Supervision (BCBS) consultative paper, “Principles for effective risk data aggregation and risk reporting” was published in June 2012 it raised a number of concerns
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.
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 document provides early warning signs of potential business failure across several areas including sales, costs, finances, constituencies, industry, and management. It recommends conducting a SWOT analysis and monitoring cash flow closely. Key actions include focusing on the 20% of products/customers that generate 80% of profits, simplifying product lines, and eliminating low-value work.
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.
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.
At the Federal Home Loan Bank (FHLB) of Dallas, regulatory reporting used to take weeks. Now it’s done in minutes. In this deck learn how the bank’s accounting team is using Workday Accounting Center and Workday Prism Analytics to gain insight into data—dramatically improving confidence in the organization’s financial information.
View related videos:
The Future of Finance with Workday https://www.youtube.com/watch?v=r_yiv4C6kk8
#wdaychats: Insights for the Changing World of Finance https://www.youtube.com/watch?v=O7Dl-bRFG1Y
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 low-interest period is forcing most insurers to control and monitor their financial investments. In contrast to a risk focused
approach seen in recent years, yield controlling and monitoring will have top priority. In order to reach this goal, many
insurers are modernizing and enhancing their data warehouses. BearingPoint is offering a predefined investment data warehouse comprising the most required KPIs, reports and the underlying data model.
201406 IASA: Analytics Maturity - Unlocking The Business ImpactSteven Callahan
Overview of how experienced insurers are finally unlocking the business value of analytics to strengthen financial results through improved underwriting, better pricing, agent enablement, enhanced risk management, and targeted cost reductions and how analytics maturity and a roadmap increases the odds of success.
This document is a presentation from IBM on transformation and financial challenges in the public sector. It discusses benchmarking public sector financial management against private sector practices, and adopting leading practices such as standardized processes, electronic invoicing, and shared service centers. Case studies and lessons learned from transformation projects are also presented. The speakers are IBM consultants with experience in financial consulting, transformation, and public sector management. The presentation contains examples of metrics comparing costs, productivity and cycle times between government and private sector processes like accounts payable, travel expenses and financial close. It promotes practices like purchase order usage, electronic document processing and centralized processing centers.
The document discusses an agenda for a sales ROI benchmarking track at a conference. It includes a safe harbor statement, outlines the agenda which will discuss ROI case studies from SunTrust Bank and Bennett's Business Systems, and provides contact information for the presenters. Key metrics for an ROI model are identified such as satisfied customers, leads, deals closed, and case resolution rates. The document also discusses how Salesforce can help improve these metrics.
The 2014 Business Solutions budget document outlines several IT projects for fiscal year 2014 including implementing a contract lifecycle management solution, enhancing the multi-stage sales funnel and forecasting, automating revenue recognition, billing and orders, providing real-time insight into external legal spending, establishing a business intelligence platform and master data program, integrating hiring and onboarding systems, developing mobile approval capabilities, rationalizing the appraisal system, and integrating learning management with single sign-on authentication. The projects aim to improve operational efficiency, provide insights to drive better decision making, and establish foundational systems. If successfully implemented, the projects are expected to reduce manual work, improve processes
Si Eac San Diego Rapid Business Modeling V1.2 Generic (2)Bill Branson
This document discusses rapid business modeling techniques. It outlines key elements like interaction, visualization, and focusing on value. It also covers capturing context, discovering views and constraints, and mining for value through tools like value maps. The goal is to get essential information faster and focus on high-value outcomes through a holistic, systems-oriented approach. Examples of modeling outputs like relationship diagrams and department overviews are also included.
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.
This document discusses how benchmarking can provide insight and help drive performance improvement for finance and shared services operations. It provides examples of how three organizations used benchmarking data to optimize their operations. A $1B healthcare organization standardized processes and implemented automation to reduce accounting FTEs. A $600M consumer goods company consolidated decentralized finance teams across countries to reduce FTEs. A $2B manufacturer centralized operations and brought in automation to reduce FTEs while improving performance metrics. In all cases, benchmarking revealed opportunities to better align operations with industry peers.
Csod investor deck first quarter 2015 finalircornerstone
This presentation summarizes Cornerstone OnDemand's second quarter 2015 investor presentation. It discusses Cornerstone's position as a global leader in SaaS talent management with clients in 191 countries. The presentation highlights Cornerstone's best-of-breed product suite and established market leadership according to various analyst reports. It also outlines Cornerstone's growth strategy of increasing both market breadth and client penetration to reach $1 billion in revenue.
Similar to Oracle: Information’s Business Impact - Business Intelligence (20)
Great Lakes Oracle Conference (GLOC) Benefits of migrating to the Cloud- Me...ebreger
Even owners of Oracle Applications on-premise licenses can benefit from migrating to the Cloud: reduced cost, improved performance, compliance and security.
Today's consumer has a short attention span and the retailer must be ready at all times to respond to an indication of interest with the right information within 3 seconds.
As a brand seller, you have 3 seconds to inspire a consumer. Do you have the tools to engage with your demanding audience? Symphony Analytics (www.symphony-analytics.com) has solutions.
Symphony Analytics -a trump card in the hands of retailersebreger
The document discusses Symphony Analytics and the solutions it provides to retailers. It summarizes that Symphony Analytics uses big data analytics and innovative mobile platforms to help retailers interact with customers in real time and convert browsers into buyers. It provides solutions like driving loyalty, merchandizing, demand forecasting, and pricing optimization. Symphony Analytics takes a customer-centric approach, analyzing customer footprints across channels to better understand customers and influence purchasing behavior.
Media industry solution structured and unstructured data - social media et ...ebreger
A media agency helps clients communicate with consumers through channels like advertising, PR, and digital media. The agency collects data from many sources to analyze campaign performance, but current reporting processes are labor-intensive. Corbus proposes automating data collection and reporting through a centralized data warehouse and business intelligence solution to save time and improve insights. This would allow the agency to be more strategic and provide better client service.
This document describes an independent validation services company and provides an overview of their offerings. They offer consulting, managed testing services, and testing as a service (TaaS). They have a global presence with multi-shore delivery and provide services like functional testing, automation testing, and performance testing using tools like QTP, Selenium, and HP Quality Center. They have a proven methodology for both manual and automated testing that follows a defined process.
3. System Complexity Creates Chaos MULTIPLE ROLES DIFFERENT METRICS DISPARATE BI TOOLS & REPORTING SYSTEMS FRAGMENTED DATA SOURCES Executive Marketing Finance Human Resources Customer Service PLANNING COMPANY HEALTH BRAND EBITDA HIRING QUALITY SERVICE LEVELS FINANCE OPERATIONS Multiple Point Applications Multiple ERP Multiple Supply Chain Multiple Legacy Applications Multiple Data Warehouses
4. Sample Legacy Reporting Environment Complex and Expensive Disparate Data Sources Disparate Reporting Tools SQR Reports, Discoverer, BI Publisher MSRS SAS, Greenbar, DataStation, … SAR output MSAS, ProClarity Cognos Business Objects N Vision Crystal Reports Decision Cast PS Query MBI DTS Roles Use Multiple Tools HR GL EBS Mainframe Headcount Forecast Data Warehouses HR, GL, EBS Data Marts
5. Record to Report Challenges Deliver High Value and Reduced Cycle Times Collect data Close Adjustments Currency I/C Subsidiaries Report Management Legal External Analyze 6 Days 12 Days Average Collect Close Adjustment Report Analyze and Forecast <2 Days 6 Days World Class More time!
6. Oracle’s End to End Solution Record to Report Close Report Eliminate Record Analyze Convert Adjust Oracle E-Business Suite Financial Analytic Applications Hyperion IFRS/GAAP Transactions Sub Ledgers Accounting Accruals Results I/C Activity Sub Ledgers Foreign Currency
7. Sample Oracle Reporting Environment Simplified and Effective Single Source of Truth One BI Enterprise Solution Roles Use Single Platform HR GL EBS Mainframe Headcount Forecast Data Warehouses HR, GL, EBS Data Marts Oracle Workspace BI Apps Data Warehouse (Oracle DB)
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15. Benefit Calculations INPUTS Current Target SG&A Expenses $255,228,000 -1.00% Annual revenue (A) $499,913,000 Days Sales Outstanding (B,C) 60 58 Receivables balance (D=(A/365)*B,E=(A/365)*C) $82,177,479 $79,438,230 One-time reduction in accounts receivable due to lower days sales outstanding (F)=(D)-(E) $2,739,249 Cost of working capital (%) (G) 8 Annual Benefits (factoring growth and adoption rates) 20% Annual Benefits (USD) Year 1 Year 2 Year 3 Year 4 Year 5 Reduction in working capital due to reduction in accounts receivable factoring adoption rate $548,000 $0 $0 $0 $0 Reduction in annual interest cost due to lower working capital due to reduction in accounts receivable $22,000 $44,000 $44,000 $44,000 $44,000 Reduce days sales outstanding factoring benefit adoption rate $570,000 $44,000 $44,000 $44,000 $44,000 Summary: Year 1 Year 2 Year 3 Year 4 Year 5 Cumulative Expenses $510,456 $510,456 $510,456 $510,456 $510,456 $1,531,368 DSO $570,000 $44,000 $44,000 $44,000 $44,000 $658,000 Total: $1,080,456 $554,456 $554,456 $554,456 $554,456 $3,298,280
18. Sales Marketing Procurement & Spend Supply Chain & Order Management Human Resources Pipeline Analysis Forecast Accuracy Sales Team Effectiveness Up-sell/ Cross-sell Cycle Times Lead Conversion Employee Productivity Compensation Compliance Reporting Workforce Profile Retention Analysis Return on Human Capital Revenue and Backlog Inventory Fulfillment Status Customer Status Order Cycle Time BOM Analysis Direct / Indirect Spend Buyer Productivity Off Contract Purchases Supplier Performance Purchase Cycle Time Employee Expenses Campaign Effectiveness Customer Insight Product Propensity Loyalty & Attrition Market Basket Analysis Campaign ROI Travel & Trans Financials General Ledger Accounts Receivable Accounts Payable Cash Flow Profitability Expense Management Oracle BI Applications Complete, Pre-built, Best Practice Analytics Auto Comms & Media Complex Mfg Consumer Sector Energy Financial Services High Tech Insurance & Health Life Sciences Public Sector Service & Contact Center Service Effectiveness Customer Satisfaction Resolution Rates Service Rep Efficiency Service Cost Churn & Service Trends Travel & Trans Oracle BI Suite Enterprise Edition Plus and Other Operational & Analytic Sources Source adapters:
To add insult to injury, the systems complexity creates information chaos. Each manager tracking the same metric with completely different points of view on past performance. Why? Because there is no shared master data across the organization – no consistency in metrics or business hierarchies. Why? Because the average billion dollar enterprise has nearly a dozen different BI tools. For EPM to reach it’s fullest potential inside your company, you need to centralize and standardized your management processes and systems. ERP consolidation has long been seen as a key to reaching operational excellence, now it’s time to consolidate BI systems to reach management excellence and quality in decision making across your enterprise.
It is a complete, end-to-end BI environment covering the BI platform and pre-packaged analytic applications. The platform includes a server and end user tools such as dashboards, query and analysis, enterprise reporting, disconnected access to the data -- all supported by a unified, model-centric server architecture. On top of this platform, we have a set of analytic applications consuming the operational data sources and delivering greater insight to larger user communities across the organization via dashboards, query and analysis, alerts, briefing books, and disconnected mode - the same tools we mentioned under the BI platform.
The BI applications enable more pervasive BI by providing role-based insight for each functional area, including sales, service, marketing, contact center, finance, supplier/supply chain, HR/workforce, and executive management. For example, Sales Analytics includes role-based applications for sales executives, sales management, as well as front-line sales reps, each of whom have different needs. The applications integrate and transform data from a range of enterprise sources—including Siebel, Oracle, PeopleSoft, SAP, and others—into actionable intelligence for each business function and user role.
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Build Vs. Buy Per Application Build Labor cost - 1.4 versus Buy for $360 To Build Content Hourly Rate $ 100 Team 4 Week Rate $ 14,400 Duration Weeks $ 279 For OM, INV, FIN Total $ 4,017,600
Fragmented view – Royal Bank of Canada Unintuitive – Cerner Data latency – Cisco Expensive to Maintain – Pitney Bowes Slow Deployments – Verizon Scalability – LinkShare ROI – Toyota