Robert Kugel's Analyst Perspectives

Bringing Tax Into Mainstream Finance

Posted by Robert Kugel on Feb 28, 2011 7:03:59 AM

Taxes are a big expense for most companies, profitable or not. Many larger and midsize companies must traverse a complex and constantly shifting landscape of tax rules, rates, and jurisdictions. I’ve previously written about the need for corporations to manage their taxes more intelligently, and that that may require someone in the tax department who understands both the department’s functional requirements and what information technology can do to improve those functions. Today I am going to discuss some organizational changes that are required to transform the tax department from a poorly understood, isolated and tactically driven silo into a mainstream finance function that is tightly integrated with the rest of that organization.

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Topics: Business Performance Management (BPM), CFO, Corporate Finance, Financial Performance Management, Financial Performance Management (FPM), Governance, Risk & Compliance (GRC), Tax

Your Company Needs a Tax Technology Expert

Posted by Robert Kugel on Feb 21, 2011 2:00:26 PM

To manage taxes more intelligently  tax departments need to focus more on execution than compliance. I’ll confess that this observation is based on informal rather than rigorous research, so I’ll leave it up to individuals that work in these departments and in the finance function generally to consider whether this applies to their company.

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Topics: Business Performance Management (BPM), CFO, Corporate Finance, Financial Performance Management, Financial Performance Management (FPM), Tax

Putting the “A” Back in FP&A (Financial Planning & Analysis)

Posted by Robert Kugel on Feb 10, 2011 4:31:01 PM

People who perform the financial planning and analysis (FP&A) function in the finance organization put together and update the budgets and forecasts. In many companies, the “A” portion of this activity gets short shrift. That’s because the mechanical process of pulling together and collating the data takes up so much time that very little remains for analysis. The result is that planning and budgeting is a less useful business tool than it could be. Improving FP&A can give executives and managers more insightful analytics and easier access to analytical tools that support more accurate and timely planning and budgeting.

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Topics: Business Performance Management (BPM), CFO, finance, Finance Analytics, Financial Applications, Financial Performance Management (FPM), FP&A, Integrated Business Planning