IBM Software recently held a user group conference called Vision 2011 that focused on its Clarity Systems acquisition’s users but also covered broader finance department topics. For me, the highlight of the show was the continued evolution and enrichment of the Clarity FSR external reporting application designed to automate the close-to-report cycle. This process is commonly referred to as “the last mile of finance,” a term coined by a now-defunct company, Movaris, and adopted by Gartner. If you think about it, though, it isn’t “the last mile” for the tens of thousands of companies that don’t publish financial statements and is only one of several important finance department processes that follow the accounting close (such as internal reporting and tax statement preparation).
SAP announced the release of version 10 of its SAP BusinessObjects Enterprise Performance Management (EPM) Solutions suite, an enhanced and updated set of applications and capabilities for executives and managers. In our Value Index assessment of financial performance management suites and my analysis of it last year, Ventana Research gave SAP’s offering the highest score, and this new release builds on that solid foundation that I already assessed in my blog. It has been several years since SAP began acquiring and assembling its performance management and analytical software assets, and the company has progressed to the point where discussing the integration efforts is becoming irrelevant. This release revamps the user interface of the different components to provide a more consistent look and feel – a crucial factor in facilitating training and improving user productivity. Outside of the suite itself, the current release is designed to integrate better with ERP, SAP NetWeaver BW, risk management and BI. In facts it establishes a foundation for finance analytics that I have researched and is essential for doing what I call and have written about in putting the “A” back in FP&A.
Topics: Planning, SAP, Forecast, Operational Performance Management (OPM), budget, Budgeting, rolling forecast, XBRL, Business Analytics, Business Mobility, Governance, Risk & Compliance (GRC), Business Intelligence (BI), Business Performance Management (BPM), CFO, Financial Performance Management (FPM), Information Management (IM), Supply Chain Performance Management (SCPM), agile planning, budgeting software, CEO, Corporate Finance, Financial Performance Management, Integrated Business Planning
The earthquake, tsunami and nuclear plant trifecta that devastated Japan has had a negative impact also on companies that embraced the concept of managing a lean supply chain – one that minimizes inventories at each stage. If news accounts are to be believed, there seem to be legions regretting that decision as disruptions caused by the disasters have a ripple impact, hampering manufacturers’ ability to deliver goods worldwide. But although current events are a wake-up call highlighting the risks inherent in a lean supply chain approach, a worse danger is that some companies may overreact, especially those where blame for bad outcomes – not bad decisions – are the focal point of damaging reviews and assessments.
Topics: Performance Management, Sustainability, Operational Performance Management (OPM), supply chain analytics. GRC. Disaster, supply chain performance management, supply chain visibility, Business Analytics, Business Collaboration, Cloud Computing, Governance, Risk & Compliance (GRC), Business Performance Management (BPM), Financial Performance Management (FPM), IT Performance Management (ITPM), Supply Chain, Supply Chain Performance Management (SCPM)