The imperative to transform the finance department to function in a more strategic, forward-looking and action-oriented fashion has been a consistent theme of practitioners, consultants and business journalists for two decades. In all that time, however, most finance and accounting departments have not changed much. In our benchmark research on the Office of Finance, nine out of 10 participants said that it’s important or very important for finance departments to take a strategic role in running their company. The research also shows a significant gap between this objective and how well most departments perform. A large majority (83%) said they perform the core finance functions of accounting, fiscal control, transaction management, financial reporting and internal auditing, but only 41 percent said they play an active role in their company’s management. Even fewer (25%) have implemented a high degree of automation in their core finance functions and actively promote process and analytical excellence.
Topics: Big Data, Planning, Predictive Analytics, Social Media, forecasting, Governance, GRC, Human Capital, Mobile Technology, Budgeting, close, Continuous Accounting, Continuous Planning, end-to-end, quote-to-cash, Tax, Tax-Datawarehouse, Analytics, Business Analytics, Business Collaboration, Business Performance, CIO, Cloud Computing, Financial Performance, In-memory, Uncategorized, Accounting, CFO, CPQ, Risk, risk management, CEO, Financial Performance Management, FPM
In our benchmark research at least half of participants that use spreadsheets to support a business process routinely say that these tools make it difficult for them to do their job. Yet spreadsheets continue to dominate in a range of business functions and processes. For example, our recent next-generation business planning research finds that this is the most common software used for performing 11 of the most common types of planning. At the heart of the problem is a disconnect between what spreadsheets were originally designed to do and how they are actually used today in corporations. Desktop spreadsheets were intended to be a personal productivity tool used, for example, for prototyping models, creating ad hoc reports and performing one-off analyses using simple models and storing small amounts of data. They were not built for collaborative, repetitive enterprise-wide tasks, and this is the root cause of most of the issues that organizations encounter when they use them in such business processes.
Topics: Planning, Sales Performance, ERP, Forecast, GRC, Reporting, closing, dashboard, enterprise spreadsheet, Excel, plan, Customer Performance, Operational Performance, Analytics, Business Analytics, Business Collaboration, Business Intelligence, Business Performance, Financial Performance, Information Management, Accounting, Data, Risk, application, benchmark, Financial Performance Management, spreadsheet
Last year Ventana Research released our Office of Finance benchmark research. One of the objectives of the project was to assess organizations’ progress in achieving “finance transformation.” This term denotes shifting the focus of CFOs and finance departments from transaction processing toward more strategic, higher-value functions. In the research nine out of 10 participants said that it’s important or very important for the department to take a more strategic role. This objective is both longstanding and elusive. It has been part of the conversation in financial management circles since the 1990s and has been a primary focus of my research practice since its inception 12 years ago. Yet our recent research shows that most finance organizations struggle with the basics and few companies are even close to achieving this desired transformation.
Topics: Big Data, Planning, Predictive Analytics, forecasting, Governance, GRC, Budgeting, close, end-to-end, quote-to-cash, Tax, Tax-Datawarehouse, Analytics, Business Performance, CIO, Financial Performance, In-memory, Accounting, Agent Performance Management, CFO, CPQ, Risk, risk management, CEO, Financial Performance Management, FPM
Our research consistently finds that data issues are a root cause of many problems encountered by modern corporations. One of the main causes of bad data is a lack of data stewardship – too often, nobody is responsible for taking care of data. Fixing inaccurate data is tedious, but creating IT environments that build quality into data is far from glamorous, so these sorts of projects are rarely demanded and funded. The magnitude of the problem grows with the company: Big companies have more data and bigger issues with it than midsize ones. But companies of all sizes ignore this at their peril: Data quality, which includes accuracy, timeliness, relevance and consistency, has a profound impact on the quality of work done, especially in analytics where the value of even brilliantly conceived models is degraded when the data that drives that model is inaccurate, inconsistent or not timely. That’s a key finding of our finance analytics benchmark research.
Topics: Big Data, Planning, Predictive Analytics, forecasting, Governance, Budgeting, close, Finance Analytics, Tax, tax data warehouse, Operational Performance, Analytics, Business Analytics, Business Intelligence, Business Performance, CIO, Financial Performance, Governance, Risk & Compliance (GRC), In-memory, Information Applications, Accounting, CFO, Risk, risk management, CEO, Financial Performance Management, FPM
The proliferation of chief “something” officer (CxO) titles over the past decades recognizes that there’s value in having a single individual focused on a specific critical problem. A CxO position can be strategic or it can be the ultimate middle management role, with far more responsibilities than authority. Many of those handed such a title find that it’s the latter. This may be because the organization that created the title is unwilling to invest the necessary powers and portfolio of responsibilities to make it strategic – a case of institutional inertia. Or it may be that the individual given the CxO title doesn’t have the skills or temperament to be a “chief” in a strategic sense.
Topics: GRC, Bank, Chief Risk Officer, CRO, ERM, OpenPages, regulation, Operational Performance, Business Analytics, Business Collaboration, Business Performance, Cloud Computing, Data Governance, Financial Performance, IBM, compliance, Data, Risk, risk management, financial services, FPM