Tim O'Bryan 270001NMX7 firstname.lastname@example.org | | Tags:  predictiveanalytics timobryan forecasting businessanalytics | 0 Comments | 1,307 Visits
Tim O'Bryan 270001NMX7 email@example.com | | Tags:  provenpractices timobryan businessanalyticstoday businessanalytics | 0 Comments | 1,269 Visits
Imagine entering the cockpit of a modern jet airplane and seeing only a single instrument there. How would you feel about boarding the plane after the following conversation with the pilot?
Q: I’m surprised to see you operating a plane with only a single instrument. What does it measure?
Q: That’s good. Airspeed certainly seems important. But what about altitude. Wouldn’t an altimeter be helpful?
We suspect you wouldn’t board the plane after this discussion. Even if the pilot did an exceptional job on air speed, you would be worried about colliding with tall mountains or running low on fuel. Clearly, such a conversation is a fantasy since no pilot would dream of guiding a complex vehicle like a jet airplane through crowded airspace.
This is an often cited story by many business strategists and other management prognosticators which I will attribute to Drs. David Norton and Robert Kaplan, pioneers of the Balanced Scorecard. It’s intended to reflect how critical the actual indicators are that we setup for not only pilots but also the indicators by which you establish for your entire workforce because these indicators will serve as the guiding force behind their decision-making.
Why is this so important? Well, many reasons starting with the business environment has substantially changed where no longer can a company operate rudderless without a core set of metrics to steer each of its employees individually and as a collective unit in the right direction. That right direction is the enterprise strategy. The speed at which these decisions are being made seem to have increased exponentially in just in the past 5 years. The days of top-down, command-and-control authority over decision-making are far from over in deference to a more nimble, decentralized execution hierarchy intended on keeping pace with the velocity of the related competition and customer expectations. The need for getting relevant and actionable information to the business users has never been more pronounced than we’re seeing today. If you can’t react fast enough to the market realities your customers will go elsewhere. We live in a world where product or brand loyalties are becoming more and more a thing of the past. It’s about execution. Good execution is about making smarter, more informed decisions that support the organization’s goals.
These decisions being made are happening across all levels, geographies, and functional areas of the business everyday. For this post I want to zero in on the first question asked which falls under measuring and monitoring the business. This question is, how are we doing?
Sure, the executive suite is constantly measuring and monitoring overall business performance to ensure the company is on track to meet its strategic targets. In addition, the function leads in marketing, sales, finance, HR, and development all the way down to the individual contributor levels of the organization are measuring and monitoring the performance of their area of the business too. But how does everyone know they’re doing the right things at all times? What are their real priorities helping the organization achieve its goals? Is it guesswork? Is it trust-based that the entire workforce is going to naturally make the right decisions supporting top-line goals? How can we be so sure?
This fictional story referenced at the beginning of this post is
really about measuring and monitoring – not an aircraft – but your
business thru a tool called a scorecard.
There are personal, departmental, and enterprise scorecards. A
scorecard includes the key performance indicators, or KPIs, for which,
in the case of a personal scorecard, an employee is responsible which,
if these KPIs are correctly defined, would include measurements that,
when looked at in aggregate, support the enterprise’s top-line strategic
goals and objectives. Inevitably, there will be shared targets for some
of the KPIs in a personal scorecard either within a specific functional
area of the business (Think Marketing Director/Marketing Associate
having similar campaign targets) or as shared KPIs across functional
groups like marketing, sales, procurement, and deve
The actual KPIs – typically there’s about 6-10 for each individual – are critical because they will define the actions taken by the individual for which they’re responsible. The ultimate alignment via scorecards composed of KPIs across these business groups, departments, divisions, business units, etc. is the embodiment of what we call a company’s strategy execution framework.
Harvard Business School having done a study on this framework found that, “a 35% increase in Strategy Execution leads to 30% gain in shareholder value”. That’s a pretty strong argument for at least taking a harder look at it.
How do you deploy such a framework, you ask? Well, in theory it’s very simple. You just translate the business strategy and its related goals into a set of performance indicators that outline the targets for which each department and employee within each department are responsible and away you go, right? Yes, I know. It sounds easy in theory. But, in practice it’s a little more work.
The key is working top-down with each business and support unit area to translate their contribution towards meeting these higher level targets so that these lower-level, cascaded measurements, or KPIs, will, when rolled up in total, directly tie to the top-level enterprise’s strategic goals. This ensures proper alignment of the organization while providing an ongoing set of metrics by which the workforce can measure themselves.
Even more important in defining the right KPIs is the understanding that whatever the indicators are, this will determine the individual’s behavior so take care as you define these. Something else that makes this framework so effective is that it makes it that much easier to reset the workforce when those top-level strategies change. the infrastructure is in place to restructure the scorecards. This allows the company to adapt more quickly.
Think about deploying such a framework for your organization. The best incentive I can give you for taking on this effort is that going through the KPI definition process for each set of scorecards it forces discussions across functions, within departments and at the executive level that will expose how achievable these targets really are with the current resources in place today and who is ultimately responsible for what. This is just about the most important exercise I think a company can go through to make sure it’s not setting itself up for failure because its strategy isn’t attainable given the resources currently in place. Once this KPI definition process is complete and everyone knows who’s doing what and where the synergies lye it’s all about execution. This framework sets companies up to execute well because they’ve already identified their needs and resources at their disposal and now it’s a matter of delivering. It’s go time.
If done right this will be the outcome for your organization:
More coming on this subject. Stay tuned. In my next post I’ll tell you some of the best practices in defining the right KPIs for personal scorecards.
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Delaney Turner 270003RQ8K Delaney.Turner@ca.ibm.com | | Tags:  baforum iod11 | 0 Comments | 1,267 Visits
How did you greet the new and improved Facebook? If you took to Facebook to complain about Facebook and demanded the old Facebook come back, you certainly weren't alone. Last Tuesday's rollout drew what could be a record amount of complaints from the site's 750 million users.
Don't blame Mark Zuckerberg, though. Blame your ancestors instead.
Our brain is a "prediction machine"
According to Huffington Post blogger Michael Taft, the reasons for this response date back millions of years, when our cave-dwelling ancestors faced a daily fight to survive:
Life evolved to gather energy resources, and the purpose of our advanced brains is to predict availability of resources (e.g., benefits) and possible loss of energy resources (e.g., threats). If we think of the brain as a prediction machine (a reductive but useful model), it follows that the brain likes to be correct about its predictions and dislikes being incorrect. [...] Failing at prediction is actually perceived as a threat to the organism (however slightly or subconsciously), and so any surprises or unanticipated changes seem menacing.
In short: we depend on predictions to survive. Being right makes us happy. And we get awfully cranky when our predictions turn out wrong. The fact that so many people (myself included) expressed so much frustration illustrates just how deeply embedded Facebook has become in our daily lives. Facebook's front page is a window on our world. Overnight, many felt that window had been replaced with a cruel hall of mirrors.
This dynamic doesn't just apply to Facebook. Taft sees the same phenomenon in at play in the fear that often greets new ideas. It also helps explain why we derive so much pleasure from watching movies we know by heart:
Our brains are highly optimized to anticipate outcomes and feel satisfaction and joy when we are proven right. This is why we like to re-encounter favorite movies and books again and again over the years and derive pleasure from them each time.
Finding our "sweet spot"
Taft isn't recommending we rely entirely on predictable events, which would leave us incapable of responding to change of any kind. Instead, he points to a "sweet spot" of challenge and ability where we can operate at our peak powers. Psychologist Mihaly Csikszentmihalyi refers to it as flow:
Csiksentmihalyi defines flow as “a state in which people are so involved in an activity that nothing else seems to matter; the experience is so enjoyable that people will continue to do it even at great cost, for the sheer sake of doing it.” He identifies a number of different elements involved in achieving flow:
The analytics-driven organization
Csikszentmihalyi is one of the pioneers of the scientific study of happiness. But to my ears this happy state of flow also sounds a lot like that of an analytics-driven organization - the kind you can build with the IBM solutions you're going to see down at Information On Demand next month in Las Vegas. In the hundreds upon hundreds of breakout sessions and EXPO demonstrations you'll see how you can add the capabilities to make your outcomes a little more predictable. You'll see how to enable your workforce to better manage the relentless pace of change. And you'll see how turning insight into action makes everyone that much happier.
Change may not be pleasant, but it's the only way we know of to move forward. On a smarter planet, smarter software can mitigate the pain and help you move forward as well. And besides, we've been through all of this before and come out the better for it. The question to you now is, are you ready to move forward as well?
Delaney Turner 270003RQ8K Delaney.Turner@ca.ibm.com | | Tags:  deloitte ibmbao | 0 Comments | 1,244 Visits
If using analytics in the Office of Finance isn’t particularly new, the kinds of analytics now available to finance professionals most certainly are. Finance still builds budgets and closes the books, but now it’s in areas such as model-based forecasting, advanced fraud detection and portfolio optimization where Finance professionals are finding new sources of value and competitive advantage. Here, I speak to Miles Ewing and Scott Wallace of Deloitte. (Download the podcast version)
Miles is partner in Deloitte’s Finance practice and leads Deloitte’s Integrated performance management practice in the U.S. Scott is a Director in Deloitte’s Risk Information practice and leads the U.S.-Cognos Alliance Relationship.
Analytics can mean different things to different people because you can do so many things with them. Can you explain how Deloitte defines analytics for its clients?
Miles Ewing: Analytics is a very broad term, and from our perspective they’ve been going on since humanity created fire and decided it was warmer to stand next to it than further away from it. But when we think about what’s different today, there are three aspects. First is the fundamental volume of data that’s available today. There will be more information created this year than in the past 5,000 years. Next is the speed at which we can analyze this data. If it took us 10 years to code the genome a decade ago, we can do that it in a week today with our processing power. Third, there’s the reach and breadth of the data. From social networks to sensing technologies there’s a dramatically broader reach.
These combine to give us an enhanced capability to look at both patterns in data and advise on specific individual transaction-level data. Because of this we can make decisions either at a higher level or lower level that we weren’t able to do in the past. And it’s that combined capability and bringing those disciplines to business that is really where Deloitte defines analytics.
Scott Wallace: More tactically speaking, it's really bringing what used to be back-office functions – either with your statisticians and actuaries - into the front office, where Finance professionals can use capabilities to do this analysis on their own. There’s an ability to do more with analytics tactically than before that’s bringing it to life.
Deloitte has different analytical disciplines. Can you provide us with some examples?
Miles Ewing: We break analytics into three areas. The first is core analytics – from basic variance analysis in your budget to the analysis that goes into your external reporting. It’s not just in your traditional FP&A group, but the analytics in your tax department, treasury, investor relations and operations. Companies have been doing that for a long time will continue to do so.
There are two things that are new. The first is where Finance teams are taking advanced analytic methods such as model-based forecasting - algorithmic-based forecasting, advanced fraud detection or portfolio optimization - and bringing those capabilities to their core, either to improve the efficiency and accuracy of these functions, or to add a different way of looking at it and get more bang for their buck on the core analytic side.
The second area is what we would call Finance-supported analytics. And these are areas where Finance is bringing its cross-functional capabilities to the problems faced by other parts of the business, be they in supply chain, procurement, IT or sales and marketing. What we see here is Finance taking a cross-functional view of the situation and coming out to support things like pricing, or vendor spend analysis or technology investment prioritization. These are areas where because of the reach and speed of data, Finance can support decisions at the micro level and provide better, more effective decision-making in those functions in a way that they couldn’t in the past.
Scott Wallace: It’s been core to Finance for a long time to have access and visibility across the organization. The CFO and his or her team need to be aware of what’s happening in other parts of the organization. What you’re seeing with analytics is that coming together and making it more meaningful and more impactful to the organization. Lately we’ve have a lot of requests from our clients asking how to integrate their sales or operational planning with their financial planning. So not only has Finance typically taken a cross-functional view, now there’s a demand pull for that view across organizations because of the capabilities of the tools and the data availability.
What areas of Finance need the most help?
Scott Wallace: As you read the different literature around Finance and analytics from firms like ours and from the academics, they’re really pushing the envelope on how to become a more value-added function using analytics; yet many organizations are still fundamentally trying to fix core processes. I do see a continuing demand and convergence in the area of forecasting. That’s where you’re seeing this convergence of the analytic capabilities and when you think back to what Miles said about the different kinds of analytics, the ability to have insight into other functional information and data, and then how do I move that kind of information into predictive forecasting – identifying those real key drivers of the business across the functions that I can model based on historical data, based on external data, and start to have more confidence in my ability to predict the future financial performance of the company. That’s where we’re asked to provide help.
Miles Ewing: Companies are at very different places. Some are still trying to get the core right and they need to get that set first. Organizations that have been unable to get that core right over the past decade will find it difficult to really advance into that support. They may lack credibility as analytical leaders in their company. Focusing on that core becomes increasingly urgent for them.
Where does the demand for analytics come from? Is it from a CFO setting out a new vision, or does it come from the bottom up? What trends are you seeing?
Scott Wallace: Right now we’re experiencing lot of top-down demand from the CEO and CFO. A lot of it is borne of frustration – despite all the data they have in their ERP and their more advanced operational systems they still don’t feel they’re getting the right levels of transparency and insight. Also, because of the influx of information about analytics and tools and methodologies and success stories they’ve seen, CFOs are really asking themselves how they can continue to grow their relevance within their organizations. They’re really pushing on analytics.
Deloitte has six guiding principles for getting started with analytics. Can you outline them?
Scott Wallace: First off, link your goals and objectives with clear business drivers. If you’re going to use analytics, make sure they tie to your existing strategies or other initiatives you have inside and outside Finance. Ask yourself: What am I really trying to do? What are the competitive differentiators I’m trying to find in my data set?
The second is to know your data. Many of our clients have a good vision. They know what they want to do and how to tie their analytics together, but they run into data issues because the data isn’t in a single location or it’s not clean enough to provide the right insights.
The third is to start simple. Analytics needs to be something that can be accepted by your organization. Pick an area where there’s a need or pent-up demand. Stay focused on that area, get the numbers right and get them delivered properly. Build the confidence within your leadership team that the predictive capabilities and outcomes you’re providing make sense.
The fourth is to leverage existing insights. If you’ve got programs under way – customer analysis programs, working capital analysis programs, for example – look for ways to enhance them using insights you can get from analytics. How can you better project things that are already being looked at by the organization? You’re adding insight to a point of view that’s already being used in the organization.
Tim O'Bryan 270001NMX7 firstname.lastname@example.org | | Tags:  financialperformancemanag... charlottelocke timobryan fpm | 0 Comments | 1,244 Visits
As organizations seek the best ways to respond to a volatile marketplace that can change on a dime, the functions that were once the purview of finance organizations, such as enterprise planning, budgeting, forecasting and analysis, have spread to other parts of business, such as business units and organizations. This is because financial performance management – led by Finance -- has become increasingly strategic in organizations, regardless of their size or market sector.
While initial deployments might have once been focused on Finance, companies are tending to deploy performance management solutions more broadly in organizations. Therefore, performance management is rapidly migrating from finance to executives and everyday business users, who are taking on more and more responsibility for financials, analytics, planning/budgeting, risk analytics, and reporting on these processes, such as profitability analysis. Additionally, many companies that have successfully implemented these financial performance management (FPM) solutions, such as a planning solution or a financial controls, would now like to integrate these solutions with other FPM software and technology for a more complete solution.
To maximize the value obtained from either putting financial analytics in the hands of this new, wider audience with a common planning platform or from greater FPM solution integration, finance departments are challenged with managing and supporting these new tools and capabilities for numerous divisions, regions and functions and making sure that they work together. (See related article in this blog: “Financial Performance Management & The Agile Enterprise: Two Sides of the Same Coin,” by Tim O'Bryan) Processes that were already in place to manage spreadsheet sharing and review and manual processes are no longer sufficient. Developing an enterprise-wide initiative with standard technologies and processes that allows for extensions of current implementations is critical, and a Finance Center of Excellence (FCOE) can provide the reusable knowledge, disciplines and best practices to make these financial performance management initiatives possible.
Look for an upcoming posts on this topic, which will feature:
-- Charlotte Locke
Tim O'Bryan 270001NMX7 email@example.com | | Tags:  provenpractices businessanalyticstoday businessanalytics timobryan | 0 Comments | 1,241 Visits
Tim O'Bryan 270001NMX7 firstname.lastname@example.org | | Tags:  businessanalytics businessanalyticstoday timobryan leadership | 1 Comments | 1,219 Visits
“He who hesitates loses.”
The ugly truth of this phrase rings true in the case of battles that never occurred in the American Civil War. For those unfamiliar with this war the American Civil War occurred during the mid-1800′s from 1861-1865 on U.S. soil. It was fought between the North (Union States) and the South (Confederate States) and was primarily triggered by the election of Abraham Lincoln in 1860. Its definitive starting point occurred on April 12, 1861 at 4:30am when the first Confederate shot hurtled into Fort Sumter, a Union stronghold, sitting at the entrance to the harbor of Charleston, South Carolina.
The conflict continued until a final peace was made at Appomattox Court House on April 9, 1865 between Union General Ulysses S. Grant and Confederate General Robert E. Lee. At the outset of the war, the North was better organized, better equipped with a much larger conscription of troops not to mention having far more resources at its disposal than its southern counterpart. Despite the South’s opening victory at Fort Sumter, a largely symbolic victory for the South, many predicted the North would prevail swiftly and decisively. In 1861, President Lincoln was resolutely confident that a string of Union victories as they marched their way from Washington, D.C. to the seizure of the Confederate capital of Richmond, Virginia would be enough of a blow to the Rebels that the Confederates would be forced to give a total surrender. The key for this surrender to be given though was that the Northern Army needed to move quickly from their current position in Washington, D.C. down to Richmond to dismantle the South’s capital and central command post: without the shepherd (Richmond) the sheep (Southerners) would lack direction forcing an end to the war. All pointed to an assured victory for the North. Or so it seemed. “On to Richmond!” was the northern cry. Lincoln gave the job of leading the Union Army to General George B. McClellan. McClellan was revered for his many talents. Smart, pedigreed, and more than capable, McClellan had the trust of all Northerners. March to Richmond, plant the Union Flag and McClellan was assured to be a hero. As I mentioned earlier, no battle never fought was ever won. Despite overwhelming odds in his favor and indisputable evidence that his army far outnumbered the Southerners, General McClellan repeatedly hesitated to march his troops into battle against the Confederate army which stood between him and his ultimate objective, Richmond. The Confederate capital at the time of his hesitations was literally within McClellan’s sights but he never made it there because he failed to act. Instead, after a few defensive squirmishes with Southern forces and despite multiple requests from Lincoln to fight, McClellan all-too-eagerly retreated hat-in-hand back to Washington, D.C. giving up ground to the South’s General Robert E. Lee who made an aggressive march northward to Antietam into Northern territory. What a turnabout. I wonder if this is what prompted Lincoln to later say, “I can make more generals, but horses cost money.” Obviously, Abe had to mind his dollars and cents now given that this would be a long and protracted war.
My point isn’t to denigrate the character of General McClellan. Not at all. He did many exceptional things in his life of which he should be proud. What I mean to do is to illustrate an example where sitting idle, even when there’s overwhelming evidence to support taking that action, is a missed opportunity. We’ve all done this in one way or another. We wait to act. It happens to the best of us. A lot of times taking action on something means change from the norm and, regardless of the ultimate benefits, we can resist that change because, well, it’s change. These reasons alone are what cause a lot of people to hit their personal pause button and not do anything.
Let’s look at this from a different perspective. Have you ever had your master bathroom redone? If so, then you’ll know what I’m talking about. Tons of benefits here. Maybe you’d be getting a new jacuzzi tub, a nice steam shower and even more cabinet space not to mention your own sink this time around… Still, most resist a project like this because it’ll mean losing your bathroom for quite some time before it’s ready for prime time. Big benefits to upgrading your bathroom but there’s certainly going to be some inconveniences (read change) before it’s usable.
No matter how necessary the project is whether it’s redoing your master bathroom or marching regiments of 100,000 men into enemy territory don’t let the forces of hesitation get the best of you. Yes, there will be initial adjustment pains as you go through the process but keep your eye on the ultimate prize – and, when applicable, make sure you’re keeping everyone else’s eye on the prize too.
If you see measurable benefits justifying an investment in something, try to see the benefits beyond the initial ramp up time and just go for it.
(Shameless plug) If you’re thinking of deploying Business Analytics solutions to enable critical business processes at a minimum take stock of what the possibilities are. Look at your processes such as the following:
…take stock of what the best practices are in one or two of these areas and see how your company measures up. Perhaps this is an opportunity to drive a planning & analytics optimization initiative across finance and the rest of the organization (Check out IBM Cognos TM1). Or, maybe you want to look at automating your financial statement reporting practices (Check out IBM Cognos FSR), or even review your risk management practices (Check out IBM OpenPages). Look at the processes first. See what’s preventing these processes from being at a best practice level. There could be many reasons for this. After you’ve done this take a look at the enabling solutions that are out there that address these processes. Whatever it is don’t hesitate because there might be some additional work in the investigation phase or in the technology implementation phase because, once it’s up and running, you’ll be glad you did.
The measurable benefits in adopting these solutions, such as automation, embedded controls, workflow management, minimal administration, etc. which allows for higher frequency forecasting, stronger analytic capabilities, access to real-time reporting, effective scenario analytics, best-in-class predictive analytic capabilities, rigorous statutory reporting & risk management enablement, etc.,with you championing the project can be your path to success while the organization benefits from the bottom line ROI. Everybody wins. You can become the figurehead for it too because you acted on it.
“Fortune favors the bold”.
Tim O'Bryan 270001NMX7 email@example.com | | Tags:  businessforecasting businessanalyticstoday forecast planning timobryan provenpractices strategy businessanalytics | 0 Comments | 1,191 Visits
What if you knew tomorrow’s winning lottery ticket number? Imagine the possibilities. Quit your job? Travel the world? Buy that convertible Bentley you’ve always wanted? Addition to the house? Pay off those nagging debts? Think about the impact of knowing what a stock price will be next week, or knowing when your car is going to break down, or exactly when your roof is about to start leaking? Better, what about if you had early insight into your future health condition? Now, wait a minute! Something seems different here. With regard to the winning lottery ticket number that seems a lot more unpredictable than say, picking a stock or determining when your car is going to break down not to mention forecasting potential health concerns. It certainly is different. I’m sure you can guess the difference between predicting the winning lottery ticket number and the other examples. I’ll state it anyway. It’s because in these other examples we can draw from historical data, analytical research, individual’s input based on their experience, and a vast array of data to more accurately determine what is likely to happen. Once you know this information you can begin to do some planning for these possibilities or scenarios. Seems pretty logical, right? We know how much information is being captured today by companies about their customers, employees’s insights, internal operations and external market conditions that there’s obviously not a problem with lack of data to do this predictive analysis. Yet, in a lot of companies today this practice does not happen with regularity. Companies aren’t using their most valuable resources available for forecasting – their people and their data – to develop this in-house capability.
by Larry Bossidy & Ram Charan
by Bjarte Bogsnes
by Chip & Dan Heath
Financial Performance Management for the Empowered CFO (using IBM Cognos TM1, IBM Cognos Controller & IBM Cognos BI for Scorecarding)
Tim O'Bryan 270001NMX7 firstname.lastname@example.org | | Tags:  timobryan businessanalytics businessanalyticstoday provenpractices | 0 Comments | 1,142 Visits
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Tim O'Bryan 270001NMX7 email@example.com | | Tags:  businessanalyticstoday cognos cognosfsr businessanalytics timobryan | 0 Comments | 1,095 Visits
When I think about the capabilities of our IBM Cognos FSR solution it reminds me a lot of Aesop’s fable about the Ant and the Grasshopper. It’s about preparing today for more challenging times. If you don’t know this fable I’ve included it below as it’s so short it’s not worth paraphrasing. The story goes like this:
One summer’s day, a merry Grasshopper was dancing, singing and
playing his violin with all his heart. He saw an Ant passing by, bearing
along with great toil a wheatear to store for the winter.
Get your house in order so that when the onslaught of work comes you can focus on the right things. IBM Cognos FSR is one of those solutions that helps with that “preparation” and the FSR solution can grow with those changing regulatory, compliance, and performance reporting requirements. I spoke with our Product Marketing Director, Dan O’Brien, about IBM Cognos FSR and how he explains the capabilities to our customer base. He said the hardest part is explaining how transformational this software is for finance departments. It’s almost like “selling cars to people still using a horse-and-carriage. This solution is so far advanced that a lot of customers find it hard to believe that it can really work that seamlessly.” No buggy whips required. I’ve seen the technology in action and its pretty incredible.
Look, we all know that today’s hyper kinetic, ingloriously competitive business climate is calling for organizations to react and respond more ably than ever before while at the same time these organizations are being asked to comply with increased regulatory, compliance, and external reporting requirements showing no signs of abatement.
Analytically-driven organizations are not wasting time while these ever-changing, always demanding disclosure management-related processes spiral out of control. At risk is more time robbed by these lower value activities from the real analytical and predictive research finance needs to be doing that’s the most value added. Also, we know the outcome of reporting late or reporting the wrong numbers. Why not take a look at IBM Cognos FSR???
Top performing companies have found a way to manage these additional regulatory and external reporting requirements through the use of IBM Cognos FSR. This solution has raised the bar in not only managing the disclosure process, including XBRL capabilities, but this solution also has assisted organizations with their performance reporting needs too. This solution can automate and manage the complex tasks of collecting, editing and reporting various performance and financial data for finance, treasury, reconciliations, portfolio and asset management, audit, and risk management, etc.
Reporting now requires structured and unstructured information which is highly susceptible to errors, especially when handled manually to edit, review, and publish that data into narrative management reports. So get out ahead of these manual intensive, error-prone processes and leveraging an integrated solution that can automate and effectively manage these tasks because the pace of change for what’s being expect of the office of finance and it isn’t slowing.
I encourage you to take a look at IBM Cognos FSR and see what it can do for your organization because there’s only more changes coming. Be prepared for it with IBM Cognos FSR.
“The art of war teaches us to rely not on the likelihood of the enemy’s not coming, but on our own readiness to receive him; not on the chance of his not attacking, but rather on the fact that we have made our position unassailable.” – Sun Tzu
For more information on IBM Cognos FSR, click here.
Hope you enjoyed.
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