Enterprise resource planning (ERP) systems emerged in the 1990s. Even though they don’t do much in the way of planning, the systems provide companies a means of centralizing and consolidating transaction data collection (such as purchase orders, inventory movements and depreciation), automating the management of processes, and handling the bookkeeping and financial record keeping for these transactions and related processes. ERP systems are an indispensable piece of IT infrastructure in today’s enterprises. Alas, they also are inherently flawed. But perhaps not for much longer.
Topics: Mobile, SAP, Social Media, ERP, Operational Performance Management (OPM), Analytics, Business Collaboration, Cloud Computing, Oracle, Business Performance Management (BPM), CFO, Infor, Supply Chain Performance Management (SCPM), Workday, Social, FPM, Intacct
In some parts of the world, bribing government officials is still considered a normal cost of doing business. Elsewhere there has been a growing trend over the past 40 years to make it illegal for a corporation to pay bribes. In the United States, Congress passed the Foreign Corrupt Practices Act (FCPA) in 1977 in the wake of a succession of revelations of companies paying off government officials to secure arms deals or favorable tax treatment. More recently other governments have implemented anticorruption statutes. The U.K., for instance, enacted the strict Bribery Act in 2010 to replace increasingly ineffective statutes dating back to 1879. The purpose of these actions is to enable ethical and law-abiding companies to compete on a level playing field with those that are neither. A cynic might wonder about the real, functional difference between, say, Wal-Mart’s recent payments to officials in Mexico to accelerate approval of building permits and the practice in New York City of having to engage expediters to ensure timely sign-offs on construction approval documents. No matter – the latter is legal (it’s a domestic issue, after all) while the former is not.
Topics: SAP, ERP, Governance, GRC, Operational Performance Management (OPM), bribery, Business Analytics, Governance, Risk & Compliance (GRC), IBM, Operational Intelligence, Oracle, Business Performance Management (BPM), CFO, compliance, Financial Performance Management (FPM), FPM, Oversight Systems
IBM this week announced its pending acquisition of the Star Analytics product portfolio. Star Analytics is a privately held company that offers products designed to provide easy access to and integration with Oracle Hyperion data sources. While Star Analytics has a good product and solid references, it has lacked critical mass to support more effective sales and marketing efforts. Star Analytics’ strategic value to IBM lies in its ability to unlock data held in Oracle Essbase multidimensional databases, which is the repository for applications such as Hyperion Enterprise, Financial Management and Planning. It supports IBM’s aim to offer comprehensive business analytics capabilities, which means it must be able to facilitate access to all data sources. Longer term, it enables IBM to compete with Oracle for finance department customers with IBM’s own financial performance management applications. Star Analytics gives IBM a means of fostering relationships with existing users of Hyperion applications and a more graceful migration path to using IBM’s financial, analytics and business intelligence software.
Topics: Reporting, closing, Essbase, Hyperion, Analytics, Business Analytics, Business Collaboration, Data Integration, IBM, Oracle, Business Performance Management (BPM), Financial Performance Management (FPM), Information Management (IM), Financial Performance Management, Star Analytics, TM1
Business software is beginning to undergo a design revolution comparable to the seismic shift from the green screen to the graphical user interface (GUI) that began in the mid-1980s. Three forces are at work. One is the retirement of large numbers of members of the baby-boom generation and the rise of a generation that grew up with computers and computer games from a young age. Also, software and technology vendors have been recognizing the need to “consumerize” business applications as mobile device interactions, gestures and other newer user interface (UI) conventions, and are incorporating these innovations in their stodgy products. I commented on this in my assessment of Tidemark early this year. A third factor, “gamification” is all the rage in business consulting circles. The idea is to engage younger employees more completely by transforming dull, routine chores into more entertaining pursuits. I join with those skeptical of just how fun one can make clerical tasks. But software can – and should – be made less tedious (and therefore more productive), especially for a new generation of users.
Topics: Big Data, Salesforce.com, OpenWorld, Operational Performance Management (OPM), Cloud Computing, Oracle, Business Performance Management (BPM), Customer Performance Management (CPM), Dreamforce, finance, Financial Performance Management (FPM), Sales Performance Management (SPM), Supply Chain Performance Management (SCPM), Tidemark, Workforce Performance Management (WPM), Business, design, development, GUI
There weren’t any headlines (or even many tweets) about Oracle Fusion Financials emanating from this year’s Oracle OpenWorld (#OOW12) conference. Maybe that’s by design, because it’s not in Oracle’s best interest to kick up a lot of dust about ERP migration. The financial applications software market is mature, and market share leaders such as Oracle have less interest in getting customers to upgrade than they did a decade ago. For a software vendor with a large installed base, cashing rich maintenance checks is more profitable than selling new software, and arguably is as dependable a source of revenue as software-as-a-service (SaaS) contracts. Companies, and especially CFOs and controllers, see replacing ERP systems akin to a root canal procedure: expensive and painful and best put off as long as possible. In North America (and to a much more limited extent in Europe) a major upgrade of a company’s current ERP software usually means it’s time to evaluate alternatives. For the incumbent, any time there’s a major upgrade there’s the potential to lose a customer.
Topics: Performance Management, ERP, Office of Finance, financial, Cloud Computing, Oracle, Business Performance Management (BPM), Financial Performance Management (FPM), Workday, JD Edwards, PeopleSoft
Infor described this year’s Inforum user group meeting as a coming-out party for a large startup company. Such a debut was necessary because Infor had been operating in something of a stealth mode for the past three years: a limited marketing presence, no unified message and a weak, sometimes inconsistent brand identity. It also needed to formally introduce Infor to customers of Lawson, the ERP supplier it acquired last year. The “startup” designation is meant to signal that Infor has been able to render a decade-long consolidation of dozens of smaller companies into one cohesive entity.
Topics: Performance Management, Salesforce.com, SAP, Social Media, Sustainability, ERP, Human Capital Management, Marketing, Operational Performance Management (OPM), Epiphany, expense management, Lawson, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Cloud Computing, Governance, Risk & Compliance (GRC), IBM, Operational Intelligence, Oracle, CRM, Customer Performance Management (CPM), finance, Financial Performance Management (FPM), Infor, Information Applications (IA), Information Management (IM), IT Performance Management (ITPM), Sales Performance Management (SPM), Supply Chain, Supply Chain Performance Management (SCPM), Workforce Performance Management (WPM), Financial Performance Management
I recently got an update from Workday that focused mostly on its Financials software. This part of the company’s business management suite has received less development attention than the HR aspects since the company’s founding in 2005. The bulk of Workday’s development investment has aimed at making its human capital management applications an industry leader and adding related capabilities such as payroll. It’s hard to argue against this strategy, if only because Workday is the spiritual offshoot of PeopleSoft; founded the company after Oracle’s hostile takeover of PeopleSoft, which he also founded. This pedigree gave the new company an advantage with workforce management software buyers. Moreover, adoption of cloud-based ERP has lagged far behind that of other cloud-based applications such as sales or workforce management, especially in the larger companies that have been Workday’s target market.
Topics: ERP, Operational Performance Management (OPM), expense management, financial, PSA, Analytics, Business Analytics, Business Mobility, Cloud Computing, Oracle, Workforce Performance, Business Performance Management (BPM), Financial Performance Management (FPM), Infor, Tidemark, Workday, Workforce Performance Management (WPM), Professional Services, Project Management
I recently received an update from ERP software vendor Epicor, my first since it was acquired in May 2011 by Apax Partners, a private equity company, and simultaneously merged with Activant, an ERP and point-of-sale software company serving midsize retailers and distributors. In my view, taking the company private is a good idea since it will have to make ongoing investments that would not have been treated kindly by the stock market. Bringing Epicor and Activant together (and perhaps adding other companies to the portfolio) could allow the entity to spread some development costs over a broader base of revenues, but software combinations are difficult to execute well.
Topics: Big Data, Microsoft, Mobile, SAP, Social Media, ERP, Operational Performance Management (OPM), Dynamics, Epicor, Sage, Analytics, Business Analytics, Business Collaboration, Business Mobility, Cloud Computing, Oracle, Business Performance Management (BPM), CRM, Financial Performance Management (FPM), Infor, Supply Chain Performance Management (SCPM), Workforce Performance Management (WPM), Social, Financial Performance Management
Doing one’s homework is vital in buying business software. However, unless you’re replacing a relatively simple application, it’s hard to know exactly what to evaluate. Indeed, if people in a company given this task don’t have experience in using a specific type of business application or don’t understand how new or improved functionality will help execute business processes better, they may do a poor job of assessing the available alternatives. Third-party consultants may be helpful, but their prejudices and familiarity with a vendor’s products may cloud their objectivity. In the end, a buyer might agree with their point of view, but this agreement should be an informed decision.
Topics: Performance Management, Sales, Human Capital Management, Office of Finance, Operational Performance Management (OPM), Zilliant, Model N, Navetti, Nomis Solutions, PROS Pricing, Servigistics, Signal Demand, Analytics, Business Analytics, Oracle, Business Performance Management (BPM), Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM), Vendavo, Price Optimization, Profitability, Software, Vistaar Technologies
As Workday continues to expand and the likelihood of its IPO becomes a more frequent topic of discussion, so does the movement of ERP systems to the cloud. Thus far, only a minority of companies have chosen to put their ERP and accounting systems in the cloud, but the numbers are growing and there’s evidence of success. NetSuite, for example, reported a 26 percent increase in its revenues to $145 million in the nine months up to Sept. 30, 2011. To be sure, this is not close to Salesforce.com’s size and growth rate over the past decade, but it does indicate a growing acceptance of the cloud for this software category, which I have commented on. Moreover, I expect that as more companies adopt cloud-based systems successfully, we’ll see accelerating adoption by more cautious buyers in the classic diffusion of innovation pattern described by Everett Rogers (and later reworked by Geoffrey Moore).
Topics: Microsoft, Sales, ERP, NetSuite, Office of Finance, Operational Performance Management (OPM), Dynamics, Epicor, Lawson, QAD, Cloud Computing, IBM, Oracle, Business Performance Management (BPM), Financial Performance Management (FPM), Infor, Supply Chain Performance Management (SCPM), Workforce Performance Management (WPM), financial software, Intacct, PeopleSoft, Software