Back-office operations in commercial and investment banks are among those critical functions that are underappreciated until they stop working well. This includes transaction reconciliations and the related exceptions management. Reconciliations are necessary to achieve a reasonable assurance of complete and accurate record of trading activity. The process is especially challenging now, partly because of today’s high and growing volumes in the wide range of asset classes in which all larger financial institutions trade. Reconciliation is a necessary accounting function that has to be completed before external financial statements can be published.
Topics: GRC, Operational Performance Management (OPM), Financial Governance, Reconciliation, Sungard, Analytics, Business Analytics, Business Intelligence (BI), Business Performance Management (BPM), Chief Financial Officer, Financial Performance Management (FPM), Information Management (IM), risk management, Corporate Governance, Governance Risk and Compliance
One of the many interesting findings that came out of Ventana Research’s comprehensive benchmark research on business analytics was partly buried in an analysis of maturity groups. The Maturity Index of our research benchmarks classifies organizations at four maturity levels (from bottom to top, Tactical, Advanced, Strategic and Innovative) in each of four categories: People, Process, Information and Technology. We’ve conducted more than 100 benchmarks during the past seven years, covering thousands of organizations and gauging their maturity in performing important operations. We’ve consistently found an interrelationship among the people, process, information and technology dimensions in every major business issue. That is, companies that fall short in one dimension tend to fall short in others, and usually to the same degree, precisely because corporate pathologies are self-reinforcing.
Topics: Social Media, Operational Performance Management (OPM), Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Technology, Chief Information Officer, Cloud Computing, Collaboration, Enterprise Software, Information Technology, Mobility, Operational Intelligence, Business Intelligence (BI), Business Performance Management (BPM), Customer Performance Management (CPM), Financial Performance Management (FPM), Information Management (IM), IT Performance Management (ITPM), Sales Performance Management (SPM), Supply Chain Performance Management (SCPM), Workforce Performance Management (WPM)
When the term “governance, risk and compliance” (GRC) was introduced almost 10 years ago, software for this purpose was not a real category but a loose grouping of disparate applications that had something to do with meeting the requirements of the recently passed Sarbanes-Oxley Act. (You can find my perspective on the GRC category from a couple of years ago here. Now, with the release 10.0 of SAP BusinessObjects GRC, SAP is taking another step toward making the software category a real, comprehensive one that addresses the business and IT requirements of risk and compliance management efforts. This is the first platform that enables companies to efficiently provision risk and compliance management at an elemental level (for example, to manage individual access controls and process controls) and – over time – to gain effectiveness benefits from having the ability to comprehensively manage compliance and risk.
Topics: SAP, GRC, Operational Performance Management (OPM), Access Controls, Analytics, Business Intelligence (BI), Business Performance Management (BPM), Chief Financial Officer, Financial Performance Management (FPM), Information Management (IM), IT Performance Management (ITPM), risk management, Corporate Governance, Governance Risk and Compliance
The hospitality industry has a complex structure. It is highly fragmented, with many small operations but also a significant number of global companies. Moreover, a property can be managed by one company (the brand name over the door) yet owned by another, which might be a one-off local real-estate partnership or a larger-scale owner of multiple sites. The consumer side of hospitality has its own challenges as well, resulting from the dramatic shifts brought about by the Internet in how people worldwide buy travel and leisure services.
Topics: Performance Management, Operational Performance Management (OPM), Hospitality, Analytics, Chief Information Officer, Enterprise Software, Business Intelligence (BI), Business Performance Management (BPM), Customer Performance Management (CPM), Infor, Information Management (IM), Sales Performance Management (SPM)