Robert Kugel's Analyst Perspectives

The Office of Finance in 2016

Posted by Robert Kugel on Feb 14, 2016 11:40:09 AM

The imperative to transform the finance department to function in a more strategic, forward-looking and action-oriented fashion has been a consistent theme of practitioners, consultants and business journalists for two decades. In all that time, however, most finance and accounting departments have not changed much. In our benchmark research on the Office of Finance, nine out of 10 participants said that it’s important or very important for finance departments totake a strategic role in running their company. The research also shows a significant gap between this objective and how well most departments perform. A large majority (83%) said they perform the core finance functions of accounting, fiscal control, transaction management, financial reporting and internal auditing, but only 41 percent said they play an active role in their company’s management. Even fewer (25%) have implemented a high degree of automation in their core finance functions and actively promote process and analytical excellence.

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Topics: Big Data, Planning, Predictive Analytics, Social Media, forecasting, Governance, GRC, Mobile Technology, Budgeting, close, Continuous Accounting, Continuous Planning, end-to-end, Human Capital, quote-to-cash, Tax, tax data warehouse, Analytics, Business Analytics, Business Collaboration, CIO, Cloud Computing, In-memory, Uncategorized, Accounting, Business Performance Management (BPM), CFO, CPQ, Financial Performance Management (FPM), Risk, risk management, CEO, Financial Performance Management, FPM

Transforming Tax Departments into Strategic Entities

Posted by Robert Kugel on Feb 1, 2016 8:26:11 AM

The steady march of technology’s ability to handle ever more complicated tasks has been a constant since the beginning of the information age in the 1950s. Initially, computers in business were used to automate simple clerical functions, but as systems have become more capable, information technology has been able to substitute for increasingly higher levels of human skill and experience. A turning point of sorts was reached in the 1990s when ERP, business intelligence and business process automation software reduced the need for middle managers. Increasingly, organizations used software to coordinate activities as well as communicate results and requirements up and down the organizational chart. Both were once the exclusive role of the middle manager. Consequently, almost every for-profit organization eliminated management layers so that today corporate structures are flatter than they once were. Technology automation also eliminated the need for administrative staff to perform routine reporting and analysis. Meanwhile, over the course of the 1990s, the cost of running the finance department measured as a percentage of sales was cut almost in half as a result of eliminating staff and because automation enabled companies to scale without adding headcount. During the last recession, companies in North America and Europe once again made deep reductions to their administrative staffs, relying on information technology to pick up the slack.

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Topics: Sustainability, ERP, GRC, audit, finance transformation, Human Capital, legal, LongView, Tax, tax compliance, tax department, tax optimization, tax planning, Analytics, Business Analytics, Governance, Risk & Compliance (GRC), Oracle, Business Performance Management (BPM), CFO, Financial Performance Management (FPM), Vertex, FPM, Innovation Awards, international tax, Thomson-Reuters multinational

Workday Financial Management Gains Momentum

Posted by Robert Kugel on Dec 2, 2015 11:37:53 PM

Workday Financial Management (which belongs in the broader ERP software category) appears to be gaining traction in the market, having matured sufficiently to be attractive to a large audience of buyers. It was built from the ground up as a cloud application. While that gives it the advantage of a fresh approach to structuring its data and process models for the cloud, the product has had to catch up to its rivals in functionality. The company’s ERP offering has matured considerably over the past three years and now is better positioned to grow its installed base. Workday recently added Aon, the insurance and professional services company, to its customer list (becoming its largest customer to date) and reported that its annual contract value (ACV – the annualized aggregate revenue value of all subscription contracts as of the end of a quarter) has doubled since the second quarter of this year, albeit from a low base. This is an important milestone because for years the company’s growth has come from the human capital management (HCM) portion of the business, not financials. Workday has around 160 customers for its financials (more than 90 of which are live) compared to more than 1,000 customers for HCM.

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Topics: Microsoft, SAP, ERP, FP&A, NetSuite, Operational Performance Management (OPM), Reporting, close, closing, Controller, dashboard, Human Capital, Reconciliation, report, Tax, Analytics, Business Intelligence, Cloud Computing, Collaboration, IBM, Oracle, Uncategorized, Accounting, Business Performance Management (BPM), CFO, Data, finance, Financial Performance Management (FPM), Amazon, BI, Financial Performance Management, FPM, Intacct, scorecard, spreadsheet, treasury

Oracle Must Pivot to Business Applications

Posted by Ventana Research on Nov 5, 2015 10:26:32 PM

Whatever Oracle’s cloud strategy had been the past, this year’s OpenWorld conference and trade show made it clear that the company is now all in. In his keynote address, co-CEO Mark Hurd presented predictions for the world of information technology in 2025, when the cloud will be central to companies’ IT environments. While his forecast that two (unnamed) companies will account for 80 percent of the cloud software market 10 years from now is highly improbable, it’s likely that there will be relentless consolidation, marginalization and extinction within the IT industry sector driven by cloud disruptions and the maturing of the software business. In practice, though, we expect the transition to the cloud to be slow and uneven.

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Topics: Microsoft, SAP, ERP, FP&A, Mobile Technology, NetSuite, Operational Performance Management (OPM), Reporting, close, closing, Controller, dashboard, Human Capital, reconciliations, report, Tax, Analytics, Business Collaboration, Business Intelligence, Cloud, Cloud Computing, Collaboration, IBM, Oracle, Accounting, Business Performance Management (BPM), CFO, Customer Performance Management (CPM), Data, finance, Financial Performance Management (FPM), Sales Performance Management (SPM), Supply Chain Performance Management (SCPM), Amazon, BI, Financial Performance Management, FPM, Intacct, Predictive Analytics, scorecard, Spreadsheets, treasury

Continuous Accounting Enables a Strategic Finance Department

Posted by Ventana Research on Oct 29, 2015 9:51:54 PM

Many senior finance executives say they want their department to play a more strategic role in the management and operations of their company. They want Finance to shift its focus from processing transactions to higher-value functions in order to make more substantial contributions to the success of the organization. I use the term “continuous accounting” to represent an approach to managing the accounting cycle that can facilitate the shift by improving the performance of the accounting function. Continuous accounting embraces three main principles:

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Topics: ERP, FP&A, Reporting, close, closing, Controller, dashboard, reconciliations, report, Tax, Analytics, Business Intelligence, Cloud, Collaboration, Accounting, Business Performance Management (BPM), CFO, Data, finance, Financial Performance Management (FPM), BI, Financial Performance Management, FPM, scorecard, Spreadsheets, treasury

Order-to-Cash Cycle for Revenue Recognition

Posted by Ventana Research on May 27, 2015 3:27:04 AM

Revenue recognition standards for companies that use contracts are in the process of changing, as I covered in an earlier perspective. As part of managing their transition to these standards, CFOs and controllers should initiate a full-scale review of their order-to-cash cycle. This should include examination of their company’s sales contracts and their contracting process. They also should examine how well their contracting processes are integrated with invoicing and billing and any other elements of their order-to-cash cycle, especially as these relate to revenue recognition. They must recognize that how their company structures, writes and modifies these contracts and handles the full order-to-cash cycle will have a direct impact on workloads in the finance and accounting department as well as on external audit costs. Companies that will be affected by the new standards also should investigate whether they can benefit from using software to automate contract management or in some cases an application that supports their configure, price and quote (CPQ) function by facilitating standardization and automation of their contracting processes.

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Topics: Planning, Operational Performance Management (OPM), Reporting, Budgeting, Revenue, Tax, Accounting, Business Performance Management (BPM), Financial Performance Management (FPM), Sales Performance Management (SPM)

New Revenue Recognition Rules Require Software

Posted by Ventana Research on May 12, 2015 9:33:06 PM

For most of the past decade businesses that decided not to pay attention to proposed changes in revenue recognition rules have saved themselves time and frustration as the proponents’ timetables have slipped and roadmaps have changed. The new rules are the result of a convergence of US-GAAP (Generally Accepted Accounting Principles – the accounting standard used by U.S.-based companies) and IFRS (International Financial Reporting Standards – the system used in much of the rest of the world). Now, however, it’s time for everyone to pay close attention. Last year the U.S.-based Financial Accounting Standards Board (FASB, which manages US-GAAP) and the Brussels-based International Accounting Standards Board (IASB, which manages IFRS) issued “Topic 606” and “IFRS 15,” respectively, which express their harmonized approach to governing revenue recognition. A major objective of the new standards is to provide investors and other stakeholders with more accurate and consistent depictions of companies’ revenue across multiple types of business as well as make the standard consistent between the major accounting regimes.

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Topics: Planning, Reporting, Budgeting, Revenue, subscription, Tax, Governance, Risk & Compliance (GRC), Accounting, Business Performance Management (BPM), commission, Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM)

Giving Tax Departments More Corporate Clout

Posted by Ventana Research on Feb 17, 2015 8:03:45 PM

One of the issues in handling the tax function in business, especially where it involves direct (income) taxes, is the technical expertise required. At the more senior levels, practitioners must be knowledgeable about accounting and tax law. In multinational corporations, understanding differences between accounting and legal structures in various localities and their effects on tax liabilities requires more knowledge. Yet when I began to study the structures of corporate tax departments, I was struck by the scarcity of senior-level titles in them. This may reflect the low profile of the department in most companies and the tactical nature of the work it has performed. Advances in information technology have the potential to automate most of the manual tasks tax professionals perform. This increase in efficiency will enable tax departments to fill a more strategic, important role in the companies they serve.

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Topics: Big Data, ERP, GRC, audit, finance transformation, legal, LongView, Tax, tax compliance, tax department, tax optimization, tax planning, Analytics, Business Analytics, Governance, Risk & Compliance (GRC), Oracle, Business Performance Management (BPM), CFO, Financial Performance Management (FPM), Information Management (IM), Vertex, FPM, Innovation Awards, international tax, Thomson-Reuters multinational

Giving Tax Departments More Corporate Clout

Posted by Ventana Research on Feb 17, 2015 7:58:00 PM

One of the issues in handling the tax function in business, especially where it involves direct (income) taxes, is the technical expertise required. At the more senior levels, practitioners must be knowledgeable about accounting and tax law. In multinational corporations, understanding differences between accounting and legal structures in various localities and their effects on tax liabilities requires more knowledge. Yet when I began to study the structures of corporate tax departments, I was struck by the scarcity of senior-level titles in them. This may reflect the low profile of the department in most companies and the tactical nature of the work it has performed. Advances in information technology have the potential to automate most of the manual tasks tax professionals perform. This increase in efficiency will enable tax departments to fill a more strategic, important role in the companies they serve.

Read More

Topics: Big Data, ERP, GRC, audit, finance transformation, legal, LongView, Tax, tax compliance, tax department, tax optimization, tax planning, Analytics, Business Analytics, Governance, Risk & Compliance (GRC), Oracle, Business Performance Management (BPM), CFO, Financial Performance Management (FPM), Information Management (IM), Vertex, FPM, Innovation Awards, international tax, Thomson-Reuters multinational

Research Agenda: The Office of Finance in 2015

Posted by Robert Kugel on Feb 3, 2015 9:37:28 PM

Last year Ventana Research released our Office of Finance benchmark research. One of the objectives of the project was to assess organizations’ progress in achieving “finance transformation.” This term denotes shifting the focus of CFOs and finance departments from transaction processing toward more strategic, higher-value functions. In the research nine out of 10 participants said that it’s important or very important for the department to take a more strategic role. This objective is both longstanding and elusive. It has been part of the conversation in financial management circles since the 1990s and has been a primary focus of my research practice since its inception 12 years ago. Yet our recent research shows that most finance organizations struggle with the basics and few companies are even close to achieving this desired transformation.

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Topics: Big Data, Planning, Predictive Analytics, forecasting, Governance, GRC, Budgeting, close, end-to-end, quote-to-cash, Tax, Tax-Datawarehouse, Analytics, CIO, In-memory, Accounting, Business Performance Management (BPM), CFO, CPQ, Financial Performance Management (FPM), Risk, risk management, CEO, Financial Performance Management, FPM