When it comes to making a business case for software investments, many people fail to recognize that the case itself is just one part of what amounts to an internal sales and marketing effort that they must perform well to be successful. Focusing only on the numbers and assumptions in a spreadsheet is not enough. Making a successful business case requires an understanding of the audience’s perspective and motivations. Since the individuals who will review the business case may not be sufficiently aware of the issues that are behind it and their seriousness, it may be necessary to begin an awareness-building program before presenting the business case. And because the benefits of software investments can be difficult to quantify, executive sponsors are useful in achieving acceptance of these calculations. Unfortunately, many business cases founder because proponents do not realize the importance of taking a sales and marketing approach.
Topics: Analytics, budgeting and planning, Business Performance Management (BPM), business plan, capital spending, CFO, CRM, Customer Performance Management (CPM), ERP, Financial Performance Management, Financial Performance Management (FPM), FPM, Operational Performance Management (OPM), Planning, Research, ROI, Sales Performance Management (SPM), SCM, Software, Supply Chain Performance Management (SCPM), Office of Finance
FinancialForce recently introduced FinancialForce ERP, a family of cloud-based software designed to support a variety of customer-centric businesses such as professional services organizations or companies that specialize in business and industrial distribution. Many of these types of businesses are midsize or small (having 50 to 1,000 employees) and can benefit from the integration of FinancialForce’s accounting, professional services automation, human capital management (HCM) and supply chain management (SCM) software. The company added the last two capabilities at the end of 2013 with the acquisitions of Vana Workforce and Less Software, respectively, which I commented on. Like FinancialForce’s, their software runs on the Salesforce1 platform, which means that integration of these elements was straightforward. It also enables companies that use or are planning to use salesforce.com for sales and customer service to simplify integration of those with the operational and back-office software, by enabling single sign-on, end-to-end process management and a single data source for reporting and analysis. This integration can significantly reduce or even eliminate the need to re-enter information into systems or to use spreadsheets, documents and email to manage processes. With all of the data available in a single system, creating reports and automating their distribution becomes easier. All of this, in turn, should cut the amount of time and effort spent on administrative and clerical functions and enhance the productivity of the organization.
Topics: Analytics, Business Performance Management (BPM), Cloud Computing, Consulting, Customer Performance Management (CPM), distribution, ERP, Financial Performance Management (FPM), FinancialForce, HCM, HR, Human Capital, Operational Performance Management (OPM), Professional Services Automation, PSA, SaaS, Sales Performance Management (SPM), Salesforce.com, SCM, Supply Chain Performance Management (SCPM), Unit4, Workforce Performance Management (WPM), Office of Finance, Sales
A core objective of my research practice and agenda is to help the Office of Finance improve its performance by better utilizing information technology. As we kick off 2014, I see five initiatives that CFOs and controllers should adopt to improve their execution of core finance functions and free up time to concentrate on increasing their department’s strategic value. Finance organizations – especially those that need to improve performance – usually find it difficult to find the resources to invest in increasing their strategic value. However, any of the first three initiatives mentioned below will enable them to operate more efficiently as well as improve performance. These initiatives have been central to my focus for the past decade. The final two are relatively new and reflect the evolution of technology to enable finance departments to deliver better results. Every finance organization should adopt at least one of these five as a priority this year.
Topics: Analytics, Big Data, Budgeting, Business Analytics, Business Collaboration, Business Performance Management (BPM), CEO, CFO, CIO, close, Customer Performance Management (CPM), dashboard, demand management, Financial Performance Management, Financial Performance Management (FPM), FPM, In-memory, Performance Management, Planning, Predictive Analytics, PRO, Sales Performance Management (SPM), S&OP, Supply Chain, Supply Chain Performance Management (SCPM), Tax, Office of Finance