It is the best of times and the worst of times for elite finance professionals in mid- to largesized organizations. With demands for more information, faster, going nowhere but up, and finance departments playing an increasingly strategic role in determining business direction, CFOs, Controllers and their staffs are finding themselves intellectually stimulated and exhausted in equal measure.
Published By: Teradata
Published Date: May 02, 2017
Given the economic realities of the past few years and uncertainty about the future economic climate, finance continues to face pressures to maintain and/or reduce budgets while also providing increased services to the business and the broader regulatory and investment community along with greater transparency.
As a strategist and not just a bookkeeper, the CFO can provide meaningful and timely insight into corporate financial close information for executives to adapt to market changes and drive accountability through clear performance metrics.
You’re on the hook for more than just moving prospects through the funnel and delivering leads to sales. You’re responsible for managing the customer relationship. But how does it feel to the customer when that transition takes place? All too often, the first contact with sales feels like starting the conversation over again. And for customers who have already invested time and energy learning about a company and their products, this can be a jarring experience. Great composers use consistent melodic themes over the course of a piece. As marketers, it is our responsibility to ensure there is harmony and consistency over the full lifecycle of the customer relationship. But linking the conversations that marketing and sales have with prospects depends on your ability (and willingness) to share insights that are born from data.
Bjarte Bogsnes holds the unique distinction of being the only person to have "blown up the budget" at more than one company: at his previous employer, the European plastics manufacturer Borealis, and at his current one, Statoil, the Norwegian oil giant. A dedicated champion of the Beyond Budgeting movement, Bogsnes takes the concept of rolling forecasting-itself a relatively new approach-one big step further, with dynamic forecasting.
Activity-based budgeting has been discussed for some time, but becomes far more practical with a Time Driven Activity-Based-Budgeting (TDABC) model. Using this approach, a company can now link its strategic plan and sales and production forecast to the specific demands for capacity required for implementation. This chapter introduces the powerful new extension of the TDABC model to perform what-if analysis and activity-based budgeting.
In describing what forecasters are trying to achieve, Saffo outlines six simple, commonsense rules that smart managers should observe as they embark on a voyage of discovery with professional forecasters: Map a cone of uncertainty, look for the S curve, embrace the things that don't fit, hold strong opinions weakly, look back twice as far as you look forward, and know when not to make a forecast.
In 2006 the world economy was booming, partly on the back of triple-A investment innovations. Then, suddenly, the boom ended. What fascinates the authors is the fact that almost no one saw the 2008 economic crisis coming. In this article, the authors come to terms with the reality that, in economics and business, accurate forecasts aren't possible. Therefore, they say, managers need to develop a different attitude about the future.
In this report, we look at the drivers for ECM investment, the adoption of collaborative technologies, use of outsourcing, user priorities, views of the future as regards cloud and open source, and spend intentions for the next 12 months.
At this free, one-hour webcast, moderated by Bank System & Technology Editorial Director Kathy Burger, you will learn how intelligent capture and exchange capabilities can help your organization automate the entire mortgage loan process - linking back-office information processes, front-office knowledge workers, customers and partners to enable financial institutions to exchange information automatically with anyone, anywhere, in any format.
It's true that deploying B2B e-commerce platform involves many unique requirements not commonly found in B2C operations, such as incorporating a complex product port-folio, multiple distribution channels, and integrating with third party systems
And yet, it's possible to complete an initial out-of-the-box B2B implementation within three months, if all the right critical path steps are followed. Additional features and functionality can be added after the initial launch, provided that the chosen out-of-the-box platform is designed to be used over the long run.
Published By: Teradata
Published Date: Jun 12, 2013
In March of 2011, CFO Research Services conducted a survey among more than 200 senior finance executives primarily in the United States to explore how well companies' information systems are supporting finance executives' ongoing efforts to transform the finance function into a value-added partner to the business. Especially in the aftermath of a worldwide recession, do CFOs and their staffs have the information they need to deliver real business value throughout the organization? How well equipped are they to provide the kinds of critical and useful business analytics that can drive the company forward?
Download this paper to learn the findings of our research.
In the white paper, leading CFOs share perspectives on building and developing finance departments. Findings underscore value in the human touch and investment in new technology. The paper distills six rules for drawing talent to—and results from—finance departments in the Digital Age.
In This Paper
• Finance is often first to adopt software solutions to automate business transactions and processes
• Oracle Financials Cloud is a complete and integrated financial management solution
• Businesses deploy Oracle Financials Cloud to help resolve pain points around control, compliance, and more
The report explores the new finance best practices CFOs are adopting in the Digital Age to create modern finance organizations better equipped to support more agile, technology-enabled business models and stronger C-suite collaboration.
Financial Executives Research Foundation (FERF) recently interviewed more than 20 experts to explore the best practices they are adopting to support business models and C-suite collaboration. What they found were serious changes in five key functions of the modern finance organization.
According to Accenture, identifying and influencing these profitability
levers is at the top of most CFO agendas today, as CEOs increasingly look to their finance chiefs for insights on where to invest in new initiatives that can boost top line and bottom line growth.
This digibook contains a step-by-step guide to overcoming the new challenges of raised expectations, big data, and globalization, with case studies and examples of how smart CFOs are redefining reporting.
In this white paper, learn how Oracle customers have transformed their finance operations and achieved significant reductions in close times and increases in manager productivity with Oracle’s Cloud based finance and accounting applications.
In recent years, business forecasts have had to become faster and more flexible-ready to be adjusted at a moment's notice. As earnings and product cycles accelerate, it has become clear that the business world is decisively moving towards treating rolling forecasts as standard. A slow process of budgeting and forecasting is no longer enough.
Overhauling your processes, rewiring your product focus, creating a new culture: large-scale, transformative organizational development and change is messy, difficult—and usually fails. This digibook contains a step-by-step guide to leading process management and overcoming the cultural and procedural challenges, with case studies and examples of how smart CFOs are leading the transformation of their enterprises.