Organizations are reducing in-location operating models for FP&A
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Ongoing research sponsored by Genpact reveals FP&A is pivotal in revolutionizing the strategic role of the CFO – where organizational best practices, technology advancements, data standards, and business impact converge. Learn more: http://www.genpact.com/home/solutions/finance-accounting/financial-planning-analysis
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Manufacturing and Life Sciences organizations are reducing in- location opera...
Ongoing research sponsored by Genpact reveals FP&A is pivotal in revolutionizing the strategic role of the CFO – where organizational best practices, technology advancements, data standards, and business impact converge. Learn more: http://www.genpact.com/home/solutions/finance-accounting/financial-planning-analysis
BFSI* organizations are reducing in-location operating models for FP&A
According to a survey of over 150 financial services executives, many banking, financial services, and insurance companies are reducing in-location operating models for finance, planning, and analysis functions. The survey found that over half of respondents currently use in-location models for forecasting, planning and budgeting, performance management, and decision analysis packet creation. However, respondents indicated they are targeting more optimal models using global or regional shared services centers or outsourcing for these core finance processes.
US based and large companies use more frequently advanced operating models fo...
Ongoing research sponsored by Genpact reveals FP&A is pivotal in revolutionizing the strategic role of the CFO – where organizational best practices, technology advancements, data standards, and business impact converge. Learn more: http://www.genpact.com/home/solutions/finance-accounting/financial-planning-analysis
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According to a survey of over 150 financial services executives, many banking, financial services, and insurance companies are reducing in-location operating models for finance, planning, and analysis functions. The survey found that over half of respondents currently use in-location models for forecasting, planning and budgeting, performance management, and decision analysis packet creation. However, respondents indicated they are targeting more optimal models using global or regional shared services centers or outsourcing for these core finance processes.
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Improvement changes the way people think and behave. Improving the practices and tools are secondary to changing culture. You can change software in minutes. You can change process in days. But people take much longer to change. Improvement should happen in an incremental manner: evolution not revolution. Improvement is not a project - improvement is normal behaviour for professionals: to devote a certain percentage of our time to improving the systems we work with. We should all expect that things will be better next year. We should all expect that we will make a difference and leave systems better than we found them. Improvement is business as usual.
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Colin Thompson is a business intelligence specialist with over 11 years of experience in technical and function-specific competencies including enterprise architecture, OBIEE development, technical expertise, project management, global integration, SDLC best practices, business analytics, change management, and intelligent reporting and analysis. He is detail-oriented, thinks outside the box to find solutions, and strives to improve efficiencies through hands-on work, training, and presentations.
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For brick and mortar companies, software purchases make up the second largest capital expenditure that the company will assume. In today’s world, software applications run businesses. As such, these decisions are critical to the success of organizations. While a successful purchase may not make a career, a poor decision can negatively impact it. How do you effectively make the decision regarding the purchase of a solution for your business, without creating a fretful situation to loom over you?
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This deck is from a workshop I conducted at the Indian Institute of Management, Bangalore (IIMB) on 20th July, 2013.
Agenda:
* What does the organization want to do with analytics? What is the role of the CoE that they envision?
* What is the organizational context? Current providers of analytics? Leadership support?
* What will the Analytics CoE need to be like (now and in the future, up to the planning horizon)?
* Where do we stand with analytics capabilities now, compared to what we need?
* How will we evolve the CoE? Set expectations, drive the evolution, establish the value.
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Ensuring that an organization is a fit for Celonis is very different than taking best practices and putting them in place. It means understanding the current context of that organization, establishing a baseline of how Celonis fits in that context and then designing an organizational and operating model for Celonis that is both effective and actionable over the next several years within the specific context of that organization.
In this session, we will see how we determine organizational fit for Celonis, taking into consideration some of the main drivers we have observed from our most successful customers across different organizational setups.
Presenter:
Alessandro Petri, Senior Customer Success Manager, Celonis
Operations Center Location Model
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This presentation discussions the challenges associated with change impact analysis and includes a number of metrics from a recent Forrester study on the pace of change, negative impacts caused by IT changes and more that you can benchmark your organization against. The presentation concludes with some ideas on how you can improve change impact analysis in your organization. For more info visit: http://www.itinvolve.com/solutions/change-impact-analysis/
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Conceptual Design Approach
Understanding the primary needs and customer needs and engineering specification to combine solutions into concept variants.
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