For several years the U.S. Securities and Exchange Commission (SEC) has mandated that filers apply eXtensible Business Reporting Language (XBRL) tags to their financial statements. XBRL was developed to make it easier for investors to use a company’s financial information. Now XBRL US has kicked off its second annual XBRL Challenge, a contest designed to encourage development of open source analytical tools that can use XBRL-formatted corporate financial data from the SEC’s EDGAR database....
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Topics:
Office of Finance,
Reporting,
closing,
XBRL,
Analytics,
Business Analytics,
Business Performance Management (BPM),
finance,
Financial Performance Management (FPM),
Information Management (IM),
Financial Performance Management,
SEC
Usually, just figuring out how to start the process of change is a major barrier to improvement in business. I think that’s especially true when it comes to integrated business planning (IBP). I started using that term six years ago to differentiate that process from financial budgeting and the many other forward-looking activities used in companies. IBP applies to a longstanding objective: bringing together the disparate strands of forward-looking activities across a corporation to foster...
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Topics:
Big Data,
Planning,
Office of Finance,
Operational Performance Management (OPM),
Reporting,
Budgeting,
driver-based,
Business Collaboration,
Business Performance Management (BPM),
Customer Performance Management (CPM),
Financial Performance Management (FPM),
Sales Performance Management (SPM),
Supply Chain Performance Management (SCPM),
Workforce Performance Management (WPM),
Financial Performance Management,
Integrated Business Planning
Planning portfolio risk follows the same basic tenets as other sorts of business planning. It must be done in the context of a time dimension. In business, short-term plans are developed with a lot of givens or constraints. For example, capacities are fixed, because it’s impossible to wave a magic wand and bring a new factory on line, stuff more machine tools into already jammed facilities or source more raw materials in a capacity-limited supply chain. Short-term plans also incorporate...
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Topics:
GRC,
Office of Finance,
Operational Performance Management (OPM),
Analytics,
Business Analytics,
Governance, Risk & Compliance (GRC),
Business Performance Management (BPM),
Business Planning,
Financial Performance Management (FPM),
Information Management (IM),
Risk,
Sales Performance Management (SPM)
We recently issued our 2012 Value Index on Financial Performance Management (FPM). Ventana Research defines FPM as the process of addressing the often overlapping people, process, information and technology issues that affect how well finance organizations operate and support the activities of the rest of their organization. FPM deals with the full cycle of finance department activities, which includes planning and budgeting, analysis, assessment and review, closing and consolidation, internal...
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Topics:
Mobile,
Planning,
Predictive Analytics,
Office of Finance,
Budgeting,
closing,
Consolidation,
contingency planning,
Analytics,
Business Analytics,
Business Performance Management (BPM),
CFO,
Financial Performance Management (FPM),
Value Index,
Financial Performance Management
CODA’s Financials has a specific target market, from companies in the upper half of the midsize range to the lower end of the large range (that is, companies with 500 to 2,500 employees) in services (not manufacturing) businesses. CODA, the company, started in the 1990s and differentiated itself by designing ERP and accounting software to run on a multidimensional database rather than the more common relational databases of the day. This has proven to be an elegant approach, because businesses...
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Topics:
ERP,
Office of Finance,
Operational Performance Management (OPM),
CODA,
Analytics,
Business Analytics,
Cloud Computing,
Business Performance Management (BPM),
CFO,
Customer Performance Management (CPM),
Financial Performance Management (FPM),
FinancialForce,
Sales Performance Management (SPM),
financials
I’ve written frequently on issues that confront desktop spreadsheet users, such as business modeling and capital investment, as well as the risk and control issues spreadsheets pose and their contribution to paralysis by analysis. I focus mainly on the technology aspects of organizational challenges, and I usually recommend replacing stand-alone desktop spreadsheets with more appropriate tools. Yet there are many instances where spreadsheets work well, and in other cases people continue to use...
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Topics:
GRC,
Office of Finance,
Operational Performance Management (OPM),
Business Analytics,
Business Intelligence,
Governance, Risk & Compliance (GRC),
Business Performance Management (BPM),
CFO,
finance,
Financial Performance Management (FPM),
Training
It’s clear that certain customers generate more profits than others, just as some products offer greater economic returns than others, as I’ve noted before. For this reason, efforts to improve customer profitability are not a new trend. Good managers have always looked for ways to achieve the highest sustainable margins. However, at some point, almost all businesses realize that increasing sustainable profitability can’t be achieved simply through increasing revenue or cutting costs. Those...
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Topics:
Office of Finance,
Operational Performance Management (OPM),
Analytics,
Business Analytics,
Business Intelligence,
Business Performance Management (BPM),
CRM,
Customer Performance Management (CPM),
Financial Performance Management (FPM),
Information Applications (IA),
Sales Performance Management (SPM),
Financial Performance Management,
Profitability
What’s a fast, free and reasonably reliable way of gauging the effectiveness of a finance department’s management? It’s the number of days it takes it to close the books. Companies that take six days or fewer after the end of the period to close their monthly, quarterly or semiannual accounts demonstrate a basic level of effectiveness that those that take longer do not. In my judgment, finance executives should regard a slow close as a negative key performance indicator pointing to...
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Topics:
Office of Finance,
close,
Consolidation,
Controller,
XBRL,
Business Analytics,
Business Intelligence,
Governance, Risk & Compliance (GRC),
Business Performance Management (BPM),
CFO,
Data,
Document Management,
Financial Performance Management (FPM),
Sales Performance Management (SPM),
Financial Performance Management
A main reason why desktop spreadsheets are pervasive in midsize companies (which we define as those with 100 to 1,000 employees) is that these organizations do not have the financial and manpower resources to implement and maintain traditional enterprise business intelligence and performance management systems. To address this gap in the market, several years ago IBM Cognos launched Express, a business intelligence and planning software package designed specifically for midsize companies as...
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Topics:
ERP,
Office of Finance,
Reporting,
Budgeting,
Analytics,
Business Intelligence,
Dashboards,
IBM,
Uncategorized,
CFO,
finance,
Financial Performance Management
I recently spoke with Oversight Systems, an operational intelligence analytics company that uses predictive analytics and optimization to help companies save money, reduce the risk of loss and fraud, and reinforce corporate governance and compliance efforts. Ventana Research views operational intelligence as an emerging technology with the potential for a high return on investment. By continuously monitoring activities in a company’s IT systems, Oversight’s Web-based software continuously,...
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Topics:
Big Data,
Predictive Analytics,
Fraud,
Governance,
GRC,
Office of Finance,
Operational Performance Management (OPM),
audit,
Analytics,
Business Analytics,
Cloud Computing,
Governance, Risk & Compliance (GRC),
Operational Intelligence,
Business Performance Management (BPM),
Financial Performance Management (FPM),
Information Management (IM),
Sales Performance Management (SPM),
Supply Chain Performance Management (SCPM),
controls,
Oversight Systems