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.
Topics: Analytics, Budgeting, Business Analytics, Business Collaboration, Business Mobility, Business Planning, Cloud Computing, Customer Performance Management (CPM), Demand Planning, Financial Performance Management (FPM), Governance, Risk & Compliance (GRC), Human Capital, Integrated Business Planning, Planning, Project Planning, Reporting, Sales Performance Management (SPM), Supply Chain Performance Management (SCPM), Tidemark, Workforce Performance Management (WPM), Customer Experience, Marketing Planning, Predictive Analytics
Tidemark announced the release of the Fall 2013 version of its eponymous cloud-based application that my colleague assessed earlier in 2013. This new release adds capabilities for labor planning and expense management as well profitability modeling and analysis. These two areas of planning and analysis are common to all businesses. The new release adds features that enhance the software’s ability to do sales forecasting, initiative planning and IT department planning. The company continues to refine its modeling capabilities to make it easier for people engaged in the planning process to translate their expectations and concerns into a quantified view of the future. For example, users now can build models using natural-language modeling. The objective is to eliminate the need for help from business analysts or experts trained in the use of a tool and immersed the details of the IT plumbing, such as the metadata used for specific general ledger accounts or operational data.
Topics: Budgeting, Business Performance Management (BPM), CFO, Cloud Computing, Controller, Customer Performance Management (CPM), Financial Performance Management, Financial Performance Management (FPM), financial reporting, FPM, In-memory, Integrated Business Planning, Operational Performance Management (OPM), Performance Management, Planning, Predictive Analytics, Reporting, Sales Performance Management (SPM), Supply Chain Performance Management (SCPM), Tidemark, Workforce Performance Management (WPM), Analytics, Office of Finance, Big Data
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: Business, Business Performance Management (BPM), Cloud Computing, Customer Performance Management (CPM), design, development, Dreamforce, finance, Financial Performance Management (FPM), GUI, OpenWorld, Operational Performance Management (OPM), Oracle, Sales Performance Management (SPM), Salesforce.com, Supply Chain Performance Management (SCPM), Tidemark, Workforce Performance Management (WPM), Big Data
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: Analytics, Business Analytics, Business Mobility, Business Performance Management (BPM), Cloud Computing, ERP, expense management, financial, Financial Performance Management (FPM), Infor, Operational Performance Management (OPM), Oracle, Professional Services, Project Management, PSA, Tidemark, Workday, Workforce Performance, Workforce Performance Management (WPM)