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 Best Practices in Operational BI CFO Project Volume 3, July 31, 2007
Converging Analytical and Operational Processes
Wayne W. Eckerson, TDWI, Sponsored by InetSoft
Best Practices in Revenue Reporting CFO Project Volume 3, July 31, 2007
Financial Executive Benchmarking Survey, Revenue Reporting Edition
The strategic CFO: Success secrets of high performing finance teams CFO Project Volume 3, July 31, 2007
Finance executives must meet a growing number of complex demands and challenges if their
companies are to reach the next level of profitable growth.
A CFO Vision for the Year 2012 CFO Project Volume 3, July 31, 2007
Better times lie ahead for financial decision makers, but the building blocks need
to be put in place now.
Sonax Group
A New Way to Achieve Internal Control of Your Revenue CFO Project Volume 3, July 31, 2007
Softrax provides enterprise billing
and revenue management solutions
that fundamentally change the way
companies manage, analyze, report
and forecast revenue.
An Overview of Trade Credit Insurance CFO Project Volume 3, July 31, 2007
Companies would be wise to protect themselves against commercial and political risks
beyond their control.
Attitudes and Practices in the Executive Benefits and Deferred Compensation Marketplace CFO Project Volume 3, July 31, 2007
Nonqualified plan benefits are instrumental in attracting and retaining key employees
over the long haul.
Michael R. Shute, MullinTBG
Benefits of XBRL for Finance Executives CFO Project Volume 3, July 31, 2007
Anticipating the widespread adoption of this technology standard, more and more companies
are getting on board and using it for their own financial data.
Mike Makris, UBmatrix, Inc.
Beyond Cost Cutting: The Intangible Benefits of Finance and Accounting Outsourcing CFO Project Volume 3, July 31, 2007
Organizations that adopt a more liberal view of outsourcing can gain tremendous
value and intangible benefits that extend across the enterprise.
CASE STUDY: Blythe J. McGarvie CFO Project Volume 3, July 31, 2007
A Personal Perspective on Business Performance Management
Blythe J. McGarvie, Leadership for International Finance LLC
CASE STUDY: Infor CFO Project Volume 3, July 31, 2007
RSA Security Inc. Moves Beyond
Budgeting to Comprehensive
Performance Management
Elevating Finance to the Strategic Level CFO Project Volume 3, July 31, 2007
Corporate financial management strengthens planning and risk management.
Enabling Finance Mastery and High Performance With Shared Services CFO Project Volume 3, July 31, 2007
By positioning finance as a strategic asset, not a mere tactical tool, organizations
gain real efficiencies and improvements to their bottom line.
Gary Duncan, Accenture
Improving the Effectiveness of Finance CFO Project Volume 3, July 31, 2007
Information-technology-led performance management can enhance the strategic value
of finance departments.
Robert Kugel, Ventana Research
Interview with Mark Smith CFO Project Volume 3, July 31, 2007
Mark Smith explores the performance management trends and
issues facing finance organizations and the impact of recent market
consolidation among financial management software providers.
Mark Smith, Ventana Research
Partnering With CFOs to Build the XBRl-Enabled Company CFO Project Volume 3, July 31, 2007
Hitachi America, Ltd. XBRL Business
Unit delivers superior XBRL
(eXtensible Business Reporting
Language) products and services for
the XBRL-enabled company.
Wilson So, Hitachi America, Ltd.
Premier Nonqualified Executive Benefit Strategies CFO Project Volume 3, July 31, 2007
MullinTBG is the nation's largest
independent provider of nonqualified
executive benefits, representing
hundreds of customized plans,
billions in total assets under
management and tens of thousands
of corporate executives.
Sales Compensation Management as a Strategic Tool CFO Project Volume 3, July 31, 2007
The finance department should take a leadership role in improving the way its
organization manages sales compensation.
Software for Financial Information Management, Exchange and Reporting CFO Project Volume 3, July 31, 2007
UBmatrix, Inc. is the leading provider
of XBRL-based information exchange
solutions. Our products efficiently
and effectively address the
challenges of business and financial
information management, exchange
and reporting.
The Chief Finance Office — A Balancing Act CFO Project Volume 3, July 31, 2007
CFOs today are expected to manage the tasks of tracking and reporting accurate
data while also acting in the role of corporate leader.
BearingPoint
Transforming the Last Mile of Finance CFO Project Volume 3, July 31, 2007
Movaris® transforms the Last Mile
of FinanceSM - tasks performed
during account reconciliations,
SOX compliance and financial
close - into a repeatable and
efficient process.
Using Enterprise Risk Management to Evaluate Acquisitions and New Ventures CFO Project Volume 3, July 31, 2007
Companies must take a systematic, structured approach to assessing business situations
that may introduce new risks or alter existing ones.
David Ingram, S&P
Want to Take Finance to the Next Level? CFO Project Volume 3, July 31, 2007
Infor Corporate Financial
Management helps organizations
focus resources, improve effi ciencies
and leverage growth opportunities
to drive continuous enterprise
performance improvement.
A Balanced Scorecard Approach CFO Project Volume 2, October 01, 2003
A three-part balanced scorecard system can help companies increase visibility and meet regulatory requirements while enhancing management capabilities.
Michael E. Nagel, Balanced Scorecard Collaborative, Chris Rigatuso, Oracle Corporation
A Search for Competitive Advantage CFO Project Volume 2, October 01, 2003
In the quest for competitive advantage, organizations continually search for the next big thing. Will it be corporate performance management?
Michael Coveney, Comshare
Adoption of International Financial Reporting Standards is a Performance Management Issue CFO Project Volume 2, October 01, 2003
July 28, 2004 - Preparing and presenting consolidated financial statements according to International Accounting Standards (IAS) /International Financial Reporting Standards (IFRS) becomes mandatory for companies listed on a regulated exchange in the European Union (EU) and other countries as of January 1, 2005. The results of converting to IAS/IFRS reporting by early-adopter organizations has shown that the financial performance of an organization can present substantially differently. Ventana Research recommends that businesses subject to IAS/IFRS compliance consider how they communicate this new performance perspective to organizational stakeholders.
Stewart McKie, Ventana Research
ADP CANADA: Cognos Allows Us to Look at Things in Different Ways and Find Real Opportunities CFO Project Volume 2, October 01, 2003
ADP Canada is a “business behind the business.” The largest Canadian provider of HR and payroll
information solutions, ADP Canada needed to manage
the complexities of a steadily expanding client roster aswell as the intricacies of its own corporate planning, budgeting, and forecasting processes. Opportunities for cost savings were going unrecognized, the planning cycle was tedious, and data accuracy needed a boost—until the company implemented a Cognos Enterprise Planning solution.
Jeff Gerkin, Cognos
Aligning Strategy and Performance CFO Project Volume 2, October 01, 2003
Strategic performance management helps companies to articulate, communicate, drive, and measure achievement of organizational strategy.
Tim Kerr, Accenture
An Enterprise Approach to Compliance Management CFO Project Volume 2, October 01, 2003
As the costs of governance, risk, and compliance management are continuing to rise, new challenges have surfaced that must be addressed at the enterprise level.
Steve Lindseth, Axentis, Ted Frank, Axentis
Avaya Business Continuity Practice--Helping Workers Compensation Fund Take Emergency Preparedness to New Levels CFO Project Volume 2, October 01, 2003
Created in 1917 by the Utah legislature to provide wage loss benefits for work-related
illness or disability, WCF has evolved over the years to a private ownership
structure with Board of Directors comprised of policyholders. In an industry
marked by high levels of competition and regulatory oversight, providers face
a straightforward--but challenging--financial mandate. With an unyielding requirement
that incoming policy premiums fund the outgoing cost of claims, a carrier's
sustained success depends on superior business practices--an area where Workers
Compensation Fund excels.
BI and Enterprise Performance CFO Project Volume 2, October 01, 2003
Information elitism is over. CFOs are expected to democratize access to data. But how can this goal be accomplished without losing control?
Bob Gressens, SAS
Business Insight CFO Project Volume 2, October 01, 2003
Business insight is the capability of organizing and analyzing financial, operational, and external information, enabling decision-makers to understand and act, before their competitors, to create sustainable shareholder value.
Paul A. Boulanger, Accenture
Business Intelligence: Solving the ERP Overload CFO Project Volume 2, October 01, 2003
Organizations realize there is a wealth of information in ERP data, but the difficulty is finding and leveraging it. To truly maximize return on investment, a business intelligence solution on top of an ERP system
is required. Business intelligence is a broad category of applications, including technologies for reporting, analysis, and sharing of information that helps users make better business decisions.
Cartesis Finds New Home and Future CFO Project Volume 2, October 01, 2003
Cartesis is being acquired by a private equity group led by Apax Partners Funds. Ventana Research believes the move is a positive step for the company. It eliminates the ownership question that had been hanging over the firm since it became clear that its previous owner, PriceWaterhouseCoopers (PWC), would have to sell it because of new rules governing auditing firms. We advise our clients that thought Cartesis’s products were a good fit but were put off by the ownership issue, should look at it again. We recommend Global 2000 companies looking for a powerful and highly scalable statutory consolidation should consider Cartesis Magnitude.
Robert Kugel, Ventana Research
Delivering Profitability Through Basel II Compliance CFO Project Volume 2, October 01, 2003
Basel II has triggered an upgrade in risk management infrastructure for many banks. These organizations have gained benefits through the evolution of best practices, risk management processes, and scorecard deployment.
Martin O''Connor, Scorex
Driving the Enterprise CFO Project Volume 2, October 01, 2003
Enterprise performance management connects top-line goals wth day-to-day activities, transforming a mountain of data from an enemy into an ally.
Patrick Morrissey, Business Objects
Enhance ERP to Improve Business Effectiveness CFO Project Volume 2, October 01, 2003
April 21, 2004 - It is time to re-evaluate your ERP system. Most companies do not attain the full business benefits today’s ERP solutions can provide in supporting performance improvement initiatives. Not every company will benefit (or benefit enough) from upgrading its ERP system, but even a routine examination may quickly reveal opportunities to improve the system. Companies often will find ways to redefine and automate processes to promote operating efficiency, achieve greater value from company assets, and improve management’s decision-making capabilities.
Robert Kugel, Ventana Research
Entergy: Information Management Supports Strategic Execution and Investor Communications CFO Project Volume 2, October 01, 2003
Sustainable shareholder value requires both the delivery of superior corporate performance and a clear understanding of this performance by the investment community. Investor relations drives this second critical component by effectively communicating with investors and analysts, managing their expectations, and reinforcing the credibility of management. This role requires IR to have superior access to information across the company, highly efficient business processes, and supporting technologies.
Nancy C. Morovich, Entergy Power Marketing Corporation, Richard A. Fontaine, Accenture
Enterprise Spreadsheet for Enterprise Planning CFO Project Volume 2, October 01, 2003
July 28, 2004 - Cognos has introduced two Microsoft Excel extensions in its Enterprise Planning solution. One is an interface to Cognos Enterprise Planning - Contributor applications. The other is a module that makes it easy for individuals to load data from their personal spreadsheets into Contributor applications and incorporate it into a plan. The former is a new licensed product and the latter is included with a Contributor license.
Robert Kugel, Ventana Research
ERP Rest in Peace CFO Project Volume 2, October 01, 2003
October 27, 2004 - The majority of enterprises today have established an operations baseline for human resources, finance and other core enterprise resource applications with their ERP systems from providers like Lawson, Oracle, Peoplesoft, SAP and others. Unfortunately, many ERP providers and implementation consultants believe a continuous path of upgrading these systems will result in more efficiency and performance improvement. Ventana Research recommends you examine an alternative approach focused on effectiveness and the imperative to improve financial and workforce performance through the decoupling of your ERP systems. These operational and efficient ERP systems should rest in peace (RIP) while your focus and critical investments center around compliance, profitability and innovation imperatives that directly link to performance management.
Mark Smith, Ventana Research
FEDEX® Custom Critical CFO Project Volume 2, October 01, 2003
We can look at our financial projections for the year and tell the Board of Directors exactly where direct management control contributed to the bottom line.
Keith Cline, Federal Express Corporation
Greater Than the Sum of Its Parts CFO Project Volume 2, October 01, 2003
TD Canada Trust’s approach to managing the profitability of products and distribution channels
Adel Mamhikoff, Accenture, Tony DeStefano, TD Canada Trust Finance
Interview With Tom Manley, CFO of Cognos CFO Project Volume 2, October 01, 2003
Cognos’ Tom Manley discusses the changing role of the CFO, the acquisition of Adaytum, and the future of CPM.
Tom Manley, Cognos
Keeping An Eye on Expansion: How Cartesis is Helping Sartorius Increase the Speed Flexibility and Accuracy of its Financial Reporting CFO Project Volume 2, October 01, 2003
Rapid growth can be a mixed blessing. While the increase in revenues, scope and geographic reach are all positive steps,
profitability, morale and efficiency are often victims of corporate success. This is all too evident in acquisitive enterprises which look to build
on organic growth by bringing in complementary organizations or offerings from outside.
For M&A activity to work, integration and consistency are crucial. If an organization functions as a number of separate, stand-alone entities,
then differences can be inefficient at best, crippling at worst.
Lawson Looking for Light in EPM CFO Project Volume 2, October 01, 2003
November 2, 2004 - Lawson recently set a 1,000-day manifesto (strategy and plan) to advance the company beyond its traditional application focus including Enterprise Performance Management (EPM). Unfortunately, not long after this announcement, Lawson experienced a hiccup in its business performance because it failed to gain new customers and entice existing customers to purchase its complementary solutions. In addition, a shift from a strong vertical strategy to a horizontal ERP focus, management changes including the reduction of individuals who understand EPM and attacking competitive ERP providers, Lawson has shifted focus again to its core ERP business. Ventana Research cautions organizations evaluating Lawson to carefully review its short and long-term commitment to its solutions, especially EPM, until its business and strategy stabilizes and translates into improved financial performance.
Mark Smith, Ventana Research
Longview Solutions’ Dialog 2003 Round Table CFO Project Volume 2, October 01, 2003
CFOs: Strategists or Stewards? 10 Ways To Be Both The double-edged responsibility of any organization’s finance function is not new. Financial officers have been responsible for recording the past since well before Fra Luca Pacioli first codified double entry accounting in Renaissance Venice. They have also, in more modern times, played a growing role in guiding the future of their organizations, weighing risk and opportunity against the cold, hard reality of the numbers.
Longview Roundtable, Longview Solutions
Manage Taxes on Purchase Transactions Effectively to Significantly Improve the Bottom Line CFO Project Volume 2, October 01, 2003
States are under continual pressure to increase revenue and decrease spending. State revenue departments are asked to bring in more tax revenue and often hire additional tax auditors to do so. Additional auditors increase the number of taxpayers that states are able to audit increasing a taxpayer’s likelihood of being audited on a regular basis.
Sabrix Business Development, Sabrix
Managing Shareholder Value CFO Project Volume 2, October 01, 2003
An EVA integrated financial management framework gives companies the resources to increase shareholder value by helping them to communicate, coordinate, train, and plan more effectively.
G. Bennett Stewart III, Stern Stewart, Thomas E. Zsolt, Hyperion
Marketing Your Stock CFO Project Volume 2, October 01, 2003
Investor targeting should be recognized for what it is: marketing. The goal is to increase demand, and the cultivation of new investors should be as carefully planned and executed as any other marketing venture.
Jamil Aboumeri, Thomson Financial
Mid-Size Company Budgeting Made Easier CFO Project Volume 2, October 01, 2003
July 29, 2004 - Effective budgeting and planning can have a significant, positive impact on a company’s performance, yet most organizations have stuck to a process that is both ineffective and inefficient. More effective planning is one-way mid-market companies can overcome being “caught in the middle” (i.e., too big to be nimble; too small to have the resources of their largest competitors).
Robert Kugel, Ventana Research
Moving Beyond Budgeting CFO Project Volume 2, October 01, 2003
By adopting six key principles, organizations can shift to processes that free managers from the limitations of traditional business practices.
Steve Player, C.P.A., Beyond Budgeting Round Table
Optimizing the Enterprise CFO Project Volume 2, October 01, 2003
Enterprise content management helps to deliver better and faster decision-making by providing employees with timely access to the information they need.
Lee D. Roberts, FileNet Corporation
PeoplesSoft: Succeed or Secede CFO Project Volume 2, October 01, 2003
October 11, 2004 - While we concede it is unlikely, it is possible PeopleSoft users could find themselves another option if Oracle prevails in its takeover attempt. Senior PeopleSoft executives could walk out with a large portion of the development and support people – in effect, secede from the Oracle acquisition. A new company, “NewPeopleSoft” would offer support/maintenance contracts to users when their renewals came up. Ordinarily this would be entirely out of the question, but Chairman Ellison’s remarks immediately after Oracle launched its takeover bid have left PeopleSoft users highly suspicious the deal will ruin their software investments. Moreover, if the ‘Confederates’ were led by Dave Duffield, we believe NewPeopleSoft would have sufficient credibility to attract a majority of the user base to the ‘rebel’ side. From a business perspective, a support-only organization would have a profitable, viable business model and could have sales in excess of $1-billion. Short of this happening, if the merger takes place we advise PeopleSoft customers to be prepared to stop all upgrades and sunset their maintenance payments if they are not satisfied with Oracle’s roadmap.
Robert Kugel, Ventana Research
Planning And Sarbanes-Oxley Compliance CFO Project Volume 2, October 01, 2003
April 21, 2004 - Planning and budgeting does not play an explicit role in Sarbanes-Oxley compliance, but Ventana Research expects auditors will pay closer attention to this function once companies pass the initial round of section 404 certification for two reasons. First, companies that execute the forecasting, planning and review cycle typically have a more mature control infrastructure (which was the prime motivation for section 404). Second, managers that plan and forecast accurately have less of a reason to commit fraud than those that fall short of their projections.
Robert Kugel, Ventana Research
Planning for Value Software CFO Project Volume 2, October 01, 2003
To stay competitive, software vendors have found they must offer fully integrated Planning for Value solutions, not just applications that address one or two links in the chain.
Herman R. Heyns, Accenture, Alex C. Sutherland, Accenture
Process-Based Approach to Compliance CFO Project Volume 2, October 01, 2003
By automating key business processes and financial controls, companies can ensure that reporting and disclosure requirements are defined clearly, performed consistently, and managed effectively.
Annie Ozzimo, PeopleSoft, Inc.
Sarbanes-Oxley and BPM: Selecting Software That Will Enhance Compliance CFO Project Volume 2, October 01, 2003
Since the Sarbanes-Oxley Act became law in 2002, companies have been scrambling to update their financial reporting processes. Forward-looking businesses have turned to BPM systems to facilitate ongoing compliance.
Alan D. Ginsberg, Cartesis, Inc.
Shareholder Value and Growth CFO Project Volume 2, October 01, 2003
Profitable growth, not quarterly earnings, is the best way to assure the creation of long-term value for shareholders.
Brian F. McCarthy, Accenture
Shaving the Close CFO Project Volume 2, October 01, 2003
July 28, 2004 - The need to shorten accounting closing cycles is of growing importance to companies. The Securities and Exchange Commission (SEC) enacted rules last year that will shorten deadlines for quarterly and annual financial reports for companies whose shares are traded in the United States. Ventana Research also asserts that shorter closing cycles are consistent with more mature financial control systems – a key objective of Sarbanes-Oxley section 404. While closing cycles lengthened last year, and may increase this year, we expect the uptrend will reverse at least by 2005 as companies adapt to a more stringent accounting environment by implementing solutions that automate more parts of the financial close process to meet regulatory requirements.
Robert Kugel, Ventana Research
The Art of Finance CFO Project Volume 2, October 01, 2003
Successful corporations are making the right decisions based on exposed, enterprise-wide truth, empowering confident action on opportunity from a position of control and moving finance from a science to an art.
Matt Townley, Longview Solutions
The Financial Supply Chain CFO Project Volume 2, October 01, 2003
Supply chain management has the potential to provide higher returns to shareholders. Yet few companies use it to manage overall financial performance.
Dr. Stephen G. Timme, FinListics Solutions
The New CFO: Risk, Reward and The Story Behind the Numbers CFO Project Volume 2, October 01, 2003
Streamlining the Financial Business Performance Process in Today’s Multinational Corporation
Trevor Walker, Cartesis, Inc., David Kasabian, Cartesis, Inc.
The Path to Better Budgeting Is A Two-Way Street CFO Project Volume 2, October 01, 2003
March 22, 2004 - Ventana Research recently completed a comprehensive research study on how companies plan, budget and review. We found a large percentage of companies were evaluating changes in how they performed this important process. Companies believe that making the process more effective involves making it more collaborative. Ventana Research agrees with this approach.
Robert Kugel, Ventana Research
The ROI of Performance Management CFO Project Volume 2, October 01, 2003
Performance management systems promise great benefits, but figuring the return on investment can be tricky for corporations considering them.
Kraig Haberer, SAP
The Value of Business Insight CFO Project Volume 2, October 01, 2003
By using a structured approach and comprehensive benefits analysis, organizations can define and realize the value that business insight offers.
Paul A. Boulanger, Accenture, Gordon A. Stewart, Accenture
Watching Goodwill Go Bad CFO Project Volume 2, October 01, 2003
Companies that overpaid for acquisitions during the 1990s face two difficult options: writing down goodwill or deriving more value from current operations.
When Good Management Shows CFO Project Volume 2, October 01, 2003
Organizations that manage well during recessions improve their performance relative to competitors. And that competitive advantage lasts for years.
Jane C. Linder, Accenture, Brian F. McCarthy, Accenture
When Good Spreadsheets Go Bad CFO Project Volume 2, October 01, 2003
July 28, 2004 - The electronic spreadsheet was the ‘killer application’ driving adoption of the personal computer. It revolutionized how finance people do their day-to-day work, improving their efficiency and expanding the scope of analysis and calculation they can perform. However, the standalone spreadsheet running on a personal computer has numerous deficiencies that make it unsuitable for use in a collaborative, enterprise environment.
Robert Kugel, Ventana Research
Working to a New Standard for Government Performance Management Excellence CFO Project Volume 2, October 01, 2003
When the International Trade Administration wanted to develop a performance management capability to meet new federal requirements, the bureau selected Accenture to help design an organization-wide framework. The result is a process that helps the bureau to collect, validate, and communicate performance results through a standardized process.
Dwight Hutchins, Accenture, Thomas Greiner, Accenture
Accenture’s BPO Practice: From Traditional to Transformational CFO Project Volume 1, October 01, 2002
A new model for outsourcing is radically reshaping the role of the finance
function. Combining the benefits of cost reduction and enterprise transformation,
the business transformation outsourcing model maximizes ROI at an accelerated
rate. A systematic planning and execution framework helps deliver the value.
Jihad Rjeily, Accenture, Jeffrey L. Williams, Accenture
Achieving Total Economic Benefits From Supply Chain Efficiency – Vision Becomes Reality CFO Project Volume 1, October 01, 2002
Companies spend millions wringing every bit of inefficiency from supply chains. But, there is a hidden trove of efficiency and value that leading companies are just beginning to consider. While streamlining the physical and financial supply chain provides significant value, greater collaboration between the two is necessary for the full economic benefits.
Wendy Tsung, Accenture
Automating the Order-to-Pay Cycle: A Host of Solutions is the Solution CFO Project Volume 1, October 01, 2002
For more than 20 years companies worked to eliminate paper from the cumbersome
order-to-pay cycle. Electronic data interchange (EDI) was touted as the wonder
application, though it failed to eliminate all paper from the process. Realistically,
a cornucopia of solutions is needed to fully automate the cycle and deliver
cost-saving benefits.
GE Global eXchange Services
BPO Big Bang: Turning Theory Into Practice CFO Project Volume 1, October 01, 2002
Organizations use business process outsourcing (BPO) to accomplish a wide range
of objectives using different relationship profiles. What makes one relationship
work and another one fail is examined here in detail. As the scope of BPO explodes,
relationships are the key to creating value in an expanding universe.
Jane C. Linder, Accenture, Susan Cantrell, Accenture
Building Visibility Through Enterprise Integration: Sempra Energy CFO Project Volume 1, October 01, 2002
In 2001, Sempra selected Accruent over solutions from SAP and Peregrine. “After carefully evaluating the options, we chose Accruent because of its ease of use, granular financial detail and superior management reporting,” said Jay Shephard, director for Sempra Energy. “We believe that automated portfolio management and consolidated reporting are key to the broad-based strategic analysis and planning that will contribute to our overall objective of improving cost-efficiencies.”
Building World-Class Finance and Performance Management Capabilities CFO Project Volume 1, October 01, 2002
The current economic environment creates new
challenges for finance executives. Constant pressures
to excel in operating a low cost finance organization
while targeting new value creation opportunities and
acting as business advisors, sets the bar high for expected
performance. A combination of trends may make the
future economic environment even more demanding.
Michael R. Sutcliff, Accenture
Contract Performance Management: The Need to Bridge Contracts and Business Operations CFO Project Volume 1, October 01, 2002
More than a legal necessity, contracts have a significant impact on many business performance metrics. Yet a large chasm exists between the filing cabinets which store paper-contracts and the operational activities which drive top- and bottom-line performance of any business. Accordingly, there is a burgeoning need for contract management systems which fill this void.
Creating Value and Reducing Risk Through Enterprise Tax Management CFO Project Volume 1, October 01, 2002
Implementation of a new enterprise system represents a significant risk for
a tax organization. Too often tax requirements are ignored, resulting in difficulties
accessing critical information or the elimination of key data all together.
A new enterprise system is an opportunity to dramatically improve the quality
of data and unlock value in the tax organization.
David A. Davidson, Accenture, Greg A. Hinton, Accenture - London
EIPP Adoption: Integration is Key CFO Project Volume 1, October 01, 2002
Electronic invoice presentment and payment (EIPP) is inherently a community
activity. In order to drive widespread adoption, solutions must do a better
job of connecting trading partners, leveraging their existing systems, and either
preserving or improving their existing workflow processes.
Madhavi Mantha, BCE Emergis
Enterprise Commerce: The New Paradigm for Treasury Management CFO Project Volume 1, October 01, 2002
Advances in bank electronic commerce (EC) technologies are empowering treasury management with unprecedented automation and control. Companies implementing EC payments and collections realize significant savings in hard-dollar costs by improving cash management. With EC services for treasury, enterprise solutions go all the way to the bank.
Global Shared Services Case Study – Carrefour CFO Project Volume 1, October 01, 2002
When Carrefour, the world’s second largest retailer, adopted a new global vision
the challenge was integrating global information technology and management infrastructure.
With the help of select partners Accenture, PeopleSoft, and EDS, Carrefour reengineered
to a shared services model, streamlining its processes. The infrastructure now
supports over $70 billion in business.
Tony Masella, Accenture
How Innovative Technology Impacts the Shared Service Model CFO Project Volume 1, October 01, 2002
New technologies have greatly impacted existing and planned financial SSCs.
Coupling key technology enablers with an efficient and structured shared service
environment creates a major opportunity for businesses. But can virtual SSCs
deliver the same, measurable benefits of mature SSCs without incurring the cost
and effort of building a physical organization?
Rodger Hill, Accenture
Leading Broadband Provider Turns Down the Call Volume and Heats Up Sales with a Customer Friendly Bill from DST Output CFO Project Volume 1, October 01, 2002
A major Fortune 500 company and one of the largest broadband providers in the country had a problem on their hands. Call volume spikes attributed to monthly billing cycles were crippling their call center and forcing customers to either abandown their calls or hold for longer periods of time. Customer satisification was on the decline.
Marriott Redefines the Shared Services Model CFO Project Volume 1, October 01, 2002
Consolidating Marriott’s finance functions in an aggressive 15-month period
into a shared services model did more for the hospitality giant than simply
cutting costs. Unlocking new sources of business value, changing the Marriott
culture, and streamlining information systems support primed the company for
aggressive global expansion.
Carter A. Prescott, Accenture
Maximizing the ERP Investment CFO Project Volume 1, October 01, 2002
Throughout the ‘90s, most large businesses moved from legacy systems to comprehensive
ERP systems purchased from vendors like Oracle, PeopleSoft, and SAP, in an effort
to standardize back-office processes and reduce the costs. With the use of more
and better-organized transactional data, decision-makers would be better able
to guide a company’s success.
Larry Scheurich, DecisionPoint Applications
Order-to-Cash: Unlocking Corporate Value CFO Project Volume 1, October 01, 2002
Ineffective order-to-cash processing make DSO levels soar and performance levels plummet. The older outstanding receivables become the more difficult they are to collect. The resulting ebb in cash flow decreases profitability and shakes shareholder confidence. Leading edge technology, service delivery models, and best practice can renew high performance hopes.
Joseph A. Wright, Accenture
Outsourcing Mission-Critical Communications to Improve Customer Relationships CFO Project Volume 1, October 01, 2002
Outsourcing communications applications helps enhance relationships between
company and customer while relieving companies of significant management challenges.
Benefits include improved customer retention and relationships, focus on core
competencies, enhanced technological resources, and reduction in both operational
costs and capital investment.
Ms. Kim Herren, DST Output
Project Accounting: Enhancing Enterprise Cost Management CFO Project Volume 1, October 01, 2002
Enhanced project accounting, when leveraged, is a powerful competitive weapon.
While largely overlooked in ERP implementations, new attention on business insight
and analytical capabilities is putting project accounting into the limelight.
A project accounting module offers the tools and flexibility for better money
management.
Troy B. Barton, Accenture, J. Todd Sheerman, Accenture
Promoting Ethical Conduct: A Review of Corporate Practices CFO Project Volume 1, October 01, 2002
The publicity surrounding corporate financial failures is promoting efforts to improve ethical business practices and corporate governance. Establishing a corporate code of conduct is the cornerstone for both an effective ethics program and corporate governance process. In recent months, regulators have supported, if not spurred on, these efforts.
FEI Research Foundation
Questioning the Future for Outsourcing the Financial Supply Chain CFO Project Volume 1, October 01, 2002
Technological advances enable the delivery of new models to create best practices environments for the finance function. A service provider’s ability to combine multiple offerings into a single portal makes the whole model more attractive than the parts. A central provider is needed to coordinate across services to deliver a single front-end solution.
Ian Talbot, JP Morgan Chase
Record to Report: Accelerating the Close Cycle CFO Project Volume 1, October 01, 2002
The financial and accounting close is marred by inefficiencies and delays with the average organization taking 12 days to close the books. Many companies have an interest in not only shortening the close process, but improving the quality of the data and dedicating additional time to analysis and forecasting.
Thomas V. Hallett, Accenture
Shared Services: Better Service at Lower Cost CFO Project Volume 1, October 01, 2002
The past 10 years have seen a substantial move by many of the Fortune 500 companies
toward a shared services operating model to improve their competitive position.
Our clients’ experiences prove the enormous potential for companies to employ
shared services in response to competitive cost pressures while meeting the
imperatives of business growth.
Chris Rutledge, Accenture, Gary A. Duncan, Accenture
Strength in Numbers: The Global Delivery Network CFO Project Volume 1, October 01, 2002
A global network of delivery centers sets Accenture apart from the many other outsourcers by significantly reducing implementation risk and rapidly realizing benefits. In this case study two of the delivery centers, serving the needs of highly different client bases, are examined.
Anoop Sagoo, Accenture
Targeting Value: Sizing Up Your BPO Opportunity CFO Project Volume 1, October 01, 2002
In order to create a mutually beneficial relationship, resources from your
company and the service provider will need to jointly shape an outsourcing contract.
Focused attention is required from both parties’ management teams to ensure
that the objectives defined at the onset are embedded in the final agreement.
J. Scott Laughner, Accenture, Jihad Rjeily, Accenture
The CFO as the CIO CFO Project Volume 1, October 01, 2002
Today’s CFO must step up and command an evolving leadership position in developing,
managing, and measuring the company’s information management strategy. The CFO,
and not just the CIO, is becoming a central figure for information management
as the accountability of the finance organization is increasing.
Kraig Haberer, SAP
The State of B2B Invoicing Solutions CFO Project Volume 1, October 01, 2002
Large buying organizations seeking to improve AP processing are turning to
Web-enabled electronic invoice presentment and payment (EIPP). Electronically
settling invoices between trading partners has proven effective, increasing
productivity by as much as 60 percent. Winning EIPP solutions marry low-cost
Internet capabilities with secure EDI infrastructure.
Frank T. Young, Accenture
The Virtual Close – Myth or Reality? CFO Project Volume 1, October 01, 2002
Efficient financial reporting is key to comprehensive business performance management. Typically the financial consolidation and reporting cycles consume 12 business days. World-class companies have adopted a virtual close, completing the entire closing and reporting cycle within a few hours. This state-of-the-art process provides real-time insights for management.
John O''Rourke, Hyperion
Treasury Landscape: The ERP Solution CFO Project Volume 1, October 01, 2002
ERP system providers are becoming serious contenders in corporate treasury,
offering operational and strategic capabilities. This puts heat on third-party,
best-of-breed solution providers as ERPs eliminate the need to build additional
interfaces.Treasurers looking to deploy a single instance global treasury architecture
can choose from either ERP or best-of-breed solution providers today.
Onkar Liddar, Accenture, Nael R. Nasr, Accenture
Unlocking Shareholder Value Through Managed Services For Order-To-Cash CFO Project Volume 1, October 01, 2002
At many companies today, there is a huge, untapped opportunity
to improve business perfor-mance through the Order-to-Cash process. Focused
and professional management of O2C can deliver millions to both the profit-and-loss
(P&L) and balance sheet at large corporations who have chosen to treat this
process as a strategic priority and business imperative.
Paul French, Equitant, David Gai, Equitant
Using ERP Solutions to Achieve Efficient E-Reporting CFO Project Volume 1, October 01, 2002
Recent reporting scandals shook shareholders’ confidence and initiated calls
for higher reporting standards. In hot demand is greater value-oriented and
risk-related information along with increased transparency for capital markets.
Efficient E-Reporting, the integration of management reporting and legal consolidation,
is set to deliver the new reporting requirements.
Andreas H. Schuler, Accenture, Claudio Thum, Accenture
Using Optimization Technology to Improve Short-Term Investment and Borrowing CFO Project Volume 1, October 01, 2002
The role of the treasury function within an organization is changing. The department
is expected to play a wider role in strategic decision-making, adding value
to the corporation. Treasury managers are expected to not only manage corporation
cash, but also contribute to shareholder value. New technology brings new tools
for treasurers to the table.
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