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 Best Practices in Revenue Reporting CFO Project Volume 3, July 31, 2007
Financial Executive Benchmarking Survey, Revenue Reporting Edition
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.
Interview with Susan F. Shultz and Cheryl de Mesa Graziano CFO Project Volume 3, July 31, 2007
Two governance experts discuss the evolving role of the CFO and the
relationship with boards of directors.
Susan F. Shultz, The Board Institute, Inc., Cheryl de Mesa Graziano, FEI Research Foundation
Redefining Risk Management With CompliantPro Software CFO Project Volume 3, July 31, 2007
IBS is a leading provider of
governance, risk management
and compliance software. IBS
products include CompliantPro,
a comprehensive solution for
Sarbanes-Oxley compliance.
Results of FERF's Corporate Governance Survey CFO Project Volume 3, July 31, 2007
Findings indicate that most are satisfied with audit committees and are enhancing
corporate governance practices.
Arizona State University
The Finance Function in Financial Services CFO Project Volume 3, July 31, 2007
Banks, insurance companies and others in financial services are continually reassessing
their operational and cost management strategies as new market conditions arise.
BearingPoint
The XBRL-Enabled Company Emerges CFO Project Volume 3, July 31, 2007
Adoption of this open reporting language is gaining ground as a superior tool for the
preparation, analysis and exchange of business information.
Wilson So, Hitachi America, Ltd., Bob Schneider, Hitachi America, Ltd.
Transforming Finance in the Journey to Value-Based Management CFO Project Volume 3, July 31, 2007
An integrated enterprise performance management framework helps drive better
decisions and disciplined execution.
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.
What's Troubling Finance? CFO Project Volume 3, July 31, 2007
The CFO function needs to anticipate and accommodate new rules and regulations -
not just react to them - for greater corporate success and personal job satisfaction.
Eric Keller, Movaris, Inc.
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
Benefits of Certified Tax Systems CFO Project Volume 2, October 01, 2003
Certification of software systems for transaction taxes have great potential to reduce risks due to errors in tax calculation, compliance, and remittance.
Charles Collins, Taxware
Building World-Class Finance and Performance Management Capabilities
CFO Project Volume 2, October 01, 2003
Success in creating both business analytics and performance management capabilities requires finance executives to move beyond the boundaries of their organizations to influence the systems, decisions, and
actions across the enterprise. To make the job even more challenging, the range of tools and techniques to collect, organize, understand, and communicate information regarding industry, competitive position, enterprise performance, and specific initiatives presents a continually changing landscape.
Michael R. Sutcliff, Accenture
Business Performance Management (BPM) as an Enabler to Sarbanes-Oxley Compliance CFO Project Volume 2, October 01, 2003
The Sarbanes-Oxley Act (SOX) went into effect in July 2002 in response to a
wave of corporate governance scandals not seen since the 1920s. With more
than four-dozen sections affecting every area of financial reporting, the impact of
the Act on financial disclosure and the public accounting profession has been farreaching
and complex. Suddenly, public companies must comply with a host of
requirements, from continually monitoring internal controls to miscellaneous
safeguards such as having a designated financial expert on the audit committee.
The Sarbanes-Oxley Act (SOX) went into effect in July 2002 in response to a wave of corporate governance scandals not seen since the 1920s. With more than four-dozen sections affecting every area of financial reporting, the impact of the Act on financial disclosure and the public accounting profession has been farreaching and complex.
Compliance - Process and Technology CFO Project Volume 2, October 01, 2003
In the Sarbanes-Oxley era, it’s clear that new systems are necessary. New IT and document management software systems offer the right support.
Robert Kugel, Ventana Research
Effective Tax Controls Require Process Management CFO Project Volume 2, October 01, 2003
Creating and verifying sufficient internal controls within the tax area are leading more and more companies to review how they deal with Sarbanes-Oxley and the challenging economy.
Jason Glad, Jefferson Wells
Information Integration CFO Project Volume 2, October 01, 2003
Developing an effective business performance management solution requires a solid foundation of integrated information. Yet this fundamental component is often the most difficult to obtain.
David A. Davidson, Accenture, Gregg Taylor, Accenture, Pierre Puts, Accenture
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
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.
Sarbanes-Oxley Compliance Automation Mandatory for Larger Companies CFO Project Volume 2, October 01, 2003
May 12, 2004 - Ventana Research strongly advises companies with more than 5,000 employees that must comply with the Sarbanes-Oxley Act to adopt formal, fully automated methods for tracking their compliance process. In our judgment, companies will find investing in an automated compliance monitoring system is justified both in terms of significantly reducing the chance of a compliance process failure, as well as the time saved compared to a manual, or partially automated system. We advise our clients to determine how they wish to manage their Sarbanes-Oxley compliance process, and select the monitoring system that best fits this process definition and the company’s existing software resources.
Robert Kugel, Ventana Research
Sarbanes-Oxley Payoffs for 2004 CFO Project Volume 2, October 01, 2003
February 27, 2004 - Public companies are in the process of completing their initial Sarbanes-Oxley section 404 compliance, identifying and correcting control problems. Ventana Research believes that this year both public and private companies will turn their attention to escalating audit fees and addressing the factors that drive them. We think finance executives and audit committees should investigate to what extent deficiencies in their companies’ IT systems are making audit fees higher than they need to be. Greater automation and integration of processes can decrease vulnerability to fraud. Reporting systems should enhance control and facilitate audits. Well-designed document/content management systems can make documentation more complete and timely.
Robert Kugel, Ventana Research
SOX 409's Limited Impact: New Rules Won't Demand Reporting Systems Overhaul CFO Project Volume 2, October 01, 2003
A variety of software vendors have invoked Sarbanes-Oxley section 409 as a reason for public companies to beef up their reporting systems. As required by the law, the Securities and Exchange Commission has adopted rules related to section 409 by proposing another 11 events that would require companies to quickly file a Form 8-K. Ventana Research is unable to find any reason why these proposed 11 events would change a public company’s software requirements. When confronted with a section 409 marketing pitch, we recommend public companies nod politely and change the subject to benefits that will generate real value for shareholders.
Robert Kugel, Ventana Research
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