Robert Kugel's Analyst Perspectives

Tidemark Enables More Effective Business Planning

Posted by Robert Kugel on Nov 12, 2015 10:22:49 AM

Tidemark Systems offers a suite of business planning applications that enable corporations to plan more effectively. The software facilitates rapid creation and frequent updating of integrated company plans by making it easy for individual business functions to create their own plans while allowing headquarters to connect them to create a unified view. I coined the term “integrated business planning” a decade ago to highlight the potential for technology to substantially improve the effectiveness of planning and budgeting in corporations, and it remains true that integrating business planning can produce superior results. Companies that maintain direct links between functional or departmental plans more often have a planning process that works well than others. Our next-generation business planning benchmark research shows that two-thirds (66%) of those that maintain such links have a planning process that works well or very well, compared to 40 percent that copy information from individual plans into an overall plan and just 25 percent in which plans have little or no connection.

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Topics: Planning, Reporting, Budgeting, Human Capital, user experience, Analytics, Business Analytics, Business Collaboration, Business Mobility, Cloud Computing, Governance, Risk & Compliance (GRC), Business Planning, Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM), Supply Chain Performance Management (SCPM), Tidemark, Workforce Performance Management (WPM), Demand Planning, headcount planning marketing, Integrated Business Planning, Predictive Analytics, Project Planning

Host Analytics Modeling Cloud Simplifies Planning and Reporting

Posted by Ventana Research on Jul 10, 2015 6:04:34 AM

Our benchmark research on next-generation business planning finds that a large majority of companies rely on spreadsheets to manage planning processes. For example, four out of five use them for supply chain planning, and about two-thirds for budgeting and sales forecasting. Spreadsheets are the default choice for modeling and planning because they are flexible. They adapt to the needs of different parts of any type of business. Unfortunately, they have inherent defects that make them problematic when used in collaborative, repetitive enterprise processes such as planning and budgeting. While it’s easy to create a model, it can quickly become a barrier to more integrated planning across the business units in an enterprise. As I’ve noted before, software vendors and IT departments have been trying – mainly in vain – to get users to switch from spreadsheets to a variety of dedicated applications. They’ve failed to make much of a dent because although these applications have substantial advantages over spreadsheets when used in repetitive, collaborative enterprise tasks, these advantages are mainly realized after the model, process or report is put to use in the “production” phase (to borrow an IT term).

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Topics: Planning, Operational Performance Management (OPM), Reporting, Budgeting, Analytics, Business Analytics, Business Collaboration, Business Performance Management (BPM), Business Planning, Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM), Supply Chain Performance Management (SCPM), Demand Planning, headcount planning marketing, Integrated Business Planning, project plannin

Adaptive Insights Highlights Importance of Strategic Finance

Posted by Ventana Research on Apr 30, 2015 10:24:45 AM

Adaptive Insights held its annual user group meeting recently. A theme sounded in several keynote sessions was the importance of finance departments playing a more strategic role in their companies. Some participating customers described how they have evolved their planning process from being designed mainly to meet the needs of the finance department into a useful tool for managing the entire business. Their path took them from doing basic financial budgeting to planning focused on improving the company’s performance. This is one of the more important ways in which finance organizations can play a more strategic role in corporate management, an objective that more finance organizations are pursuing. Half of the companies participating in our Office of Finance benchmark research said that their finance organization has undertaken initiatives to enhance its strategic value to the company within the last 18 months.

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Topics: Planning, Operational Performance Management (OPM), Reporting, Budgeting, Human Capital, Analytics, Business Analytics, Business Collaboration, Business Performance Management (BPM), Business Planning, Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM), Supply Chain, Supply Chain Performance Management (SCPM), Workforce Performance Management (WPM), Demand Planning, Integrated Business Planning, Project Planning

Making Business Planning More Accurate, Effective and Useful

Posted by Robert Kugel on Feb 5, 2015 8:36:27 PM

Business planning includes all of the forward-looking activities in which companies routinely engage. Companies do a great deal of planning. They plan sales and determine what and how they will produce products or deliver services. They plan the head count they’ll need and how to organize distribution and their supply chain. They also produce a budget, which is a financial plan. The purpose of planning is to be successful. Planning is defined as the process of creating a detailed formulation of a program of action to achieve some overall objective. But it’s more than that. The process of planning involves discussions about objectives and the resources and tactics that people need to achieve them. When it’s done right, planning is the best way to get everyone onto the same page to ensure that the company is well organized in executing strategy. Setting and to a greater degree changing the company’s course require coordination. Being well coordinated in this case means being able to understanding the impact of the policies and actions in your part of the company on the rest of the company.

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Topics: Big Data, Planning, Predictive Analytics, Marketing, Operational Performance Management (OPM), Reporting, Budgeting, Human Capital, plan, Sales and Forecasting, strategic, Analytics, Business Analytics, Business Collaboration, Business Performance Management (BPM), Business Planning, Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM), Supply Chain, Supply Chain Performance Management (SCPM), Demand Planning, Integrated Business Planning, Predictive Analytics, Project Planning, S&OP

Financial Institutions Need Dynamic Risk Management

Posted by Robert Kugel on Jul 19, 2012 11:48:10 AM

Planning portfolio risk follows the same basic tenets as other sorts of business planning. It must be done in the context of a time dimension. In business, short-term plans are developed with a lot of givens or constraints. For example, capacities are fixed, because it’s impossible to wave a magic wand and bring a new factory on line, stuff more machine tools into already jammed facilities or source more raw materials in a capacity-limited supply chain. Short-term plans also incorporate assumptions about external forces (such as the economy, competitive moves or regulation) that are fixed or change very little in this period. By contrast, long-range or strategic planning is relatively unconstrained. The countries, markets or products that an organization can offer, for example, are not limited by current conditions. Indeed, that’s an essential point of long-range planning: assessing the impact of significant changes to today’s givens or assessing how to manage the impact of expected future trends.

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Topics: GRC, Operational Performance Management (OPM), Bank, Analytics, Business Analytics, Governance, Risk & Compliance (GRC), Business Performance Management (BPM), Business Planning, Financial Performance Management (FPM), Information Management (IM), Risk, Sales Performance Management (SPM)

What is the Value of Your Financial Performance Management Software?

Posted by Robert Kugel on Nov 27, 2010 12:42:31 PM

Ventana Research has just announced its Value Index for Financial Performance Management (FPM) for 2010. Our value indexes are user-focused assessments of how well software vendors and packages enable companies to improve their execution of core processes. This one is designed to help businesses, especially the finance organization, evaluate the FPM software suites offered by major vendors in the context of their specific needs. Ventana Research defines financial performance management as the practice of managing the efficiency and effectiveness of financial processes including analytics, budgeting, consolidation, planning, reporting and strategy. The methodology we use to produce the Value Indexes involves evaluating in detail aspects of product functionality and suitability-to-task as well as the effectiveness of vendor support for the buying process and customer assurance.

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Topics: ERP, Accounting and Finance, Financial Applications, Business Technology, Business Performance Management (BPM), Business Planning, CFO, Chief Financial Officer, finance, Financial Performance Management (FPM), Corporate Finance, Financial Performance Management