New rules governing revenue recognition for contracts will go into effect for most companies in 2018. The Financial Accounting Standards Board (FASB), which administers Generally Accepted Accounting Principles in the U.S. (US-GAAP) has issued ASC 606, and the International Accounting Standards Board (IASB), which administers International Financial Reporting Standards (IFRS) used in most other countries, has issued IFRS 15. The two are very similar and will enforce fundamental changes in this area of accounting. The new rules will affect companies that use even moderately complex contracts in their dealings with customers. They include, for example, contracts that are structured using tiered pricing or volume discounts or ones that routinely involve modifications, such as adding or dropping users, or that allow seasonal changes to services. The changes necessitate an extensive review of an organization’s contracting and accounting policies and processes and are likely require changes to procedures and systems. Companies affected by the new rules also will need to examine their planning and budgeting processes. Those that currently use desktop spreadsheets for planning and budgeting should consider adopting dedicated planning and budgeting software in order to cope effectively with the increased complexity of planning in this new environment.
It’s widely agreed that customer experience is now the most important dynamic for business. Any organization that wants to retain loyal and even vocal customers should do everything possible to ensure and maintain customer satisfaction. Software companies, especially those that promise to provide CRM and effective interactions across any channel at any time, should be good examples of embracing the methods they prescribe for using their products. But do they?
Topics: Sales Performance, Supply Chain Performance, Human Capital, Customer Performance, Operational Performance, Business Performance, Cloud Computing, Uncategorized, NetSuite, TribeHR, HCM, HR, HRMS, Customer Experie
Organizations in all industries face various difficulties in managing product information. The most serious is providing complete, engaging information to consumers and customers on the internet. Newly developed products, mergers and acquisitions, changes to pricing and promotions in online commerce spur business growth, but these factors also increase the amount and complexity of product-related data and content. In addition the digital economy offers a new generation of services that are sold by subscription and packaged in various options and price points. As well, global diversification of suppliers, customers and business partners forces organizations to manage data quality and consistency in multiple locations, currencies and languages.
Topics: Big Data, Sales Performance, Supply Chain Performance, PIM, Product Information Management, Sales, Market, Customer Performance, Operational Performance, Business Analytics, Business Performance, Cloud Computing, Financial Performance, Information Management, Uncategorized, Information Optimization
Through a federal rule referred to as “Overtime Rule” and part of Title 29 regulations was issued on May 18th, 2016 by the Department of Labor (DOL), the Obama administration now mandates that unless they meet criteria for exemption, employees paid less than $47,476 ($22.825 per hour) are entitled to overtime pay when they work more than 40 hours per week. The rule change, which goes into effective on December 1, 2016, is intended to apply to executive, administrative and professional employees; it has exemptions for teachers, lawyers and other specific jobs and industries.
Topics: Sales Performance, Supply Chain Performance, Customer Performance, Operational Performance, POTUS, Department of Labor, FLSA, Part 541, Overti, Business Performance, Financial Performance, Governance, Risk & Compliance (GRC), Uncategorized
Infor recently held its annual Innovation Summit at its New York City headquarters. The company has shown leadership and creativity in business applications on two fronts: focusing its development efforts on enhancing the user experience and collaboration and building an application architecture that will deliver a rich set of functionality for ERP, financial management, CRM and HRMS and business analytics in a multitenant cloud environment. All of these advances were necessary to remake a disparate portfolio of aging software into an up-to-date set of applications. The Innovation Summits have been useful indicators of Infor’s future product and market direction. And while there has been a lag between what’s demonstrated and what’s actually available in the software, it’s not clear that this really matters. Any negative impact is limited by the slow replacement cycle for ERP (our research shows that on average companies replace their systems every 6.4 years – longer than they used to take) and conservative attitudes when it comes to core enterprise systems. Innovation doesn’t seem to be a big factor yet in selling business software to mainstream buyers, but it is likely to become more important within a few years. Changes in buyer preferences will come about as technology puts more of the design and operation of these systems in the hands of business users rather than their IT departments and outside consultants. Increasing the configurability and reducing the need for customization will cut costs, reduce the time to value in purchasing replacement applications and increase the flexibility of these notoriously inflexible systems.
I have been meaning to write about Salesforce since its Dreamforce 2015 conference. Salesforce provides a platform, tools and applications for business and IT who claims to be the ‘no software’ company which as you will read is exactly what happened on May 10th. Heck, Salesforce is making a lot of advances on its platform, its applications and even with Analytics and the Internet of Things. These changes are at the center of what at our analyst firm calls digital business innovation. Much of what it’s doing is very good, but now I am questioning whether the company’s foundation of business processes and technology platform has reached a point at which it can’t grow any further without impacting its own customers’ operations and success. That may be a harsh statement, but I think my reasoning will become clear as you read this perspective.
Topics: Big Data, Sales Performance, NA14, Customer Performance, Operational Performance, Business Analytics, Business Collaboration, Business Performance, Cloud Computing, Financial Performance, Uncategorized
It has been more than five years since James Dixon of Pentaho coined the term “data lake.” His original post suggests, “If you think of a data mart as a store of bottled water – cleansed and packaged and structured for easy consumption – the data lake is a large body of water in a more natural state.” The analogy is a simple one, but in my experience talking with many end users there is still mystery surrounding the concept. In this post I’d like to clarify what a data lake is, review the reasons an organization might consider using one and the challenges they present, and outline some developments in software tools that support data lakes.
Organizations are facing a digital transformation, as I have written, that is rapidly changing the applications and services that businesses use to operate and deliver information. This new digital generation addresses the expectations of consumers and business partners for information and service in real time. One example of it is enterprise messaging. Recently I wrote about the shift to this technology and the challenges it poses for organizations that lack sufficient skills. However, new messaging appliances and virtualized messaging can carry some of this burden. By interconnecting them, organizations can be more confident in their ability to support the range of information and applications that operate in real time, not only for people but on devices and machines.
Topics: Big Data, Sales Performance, Social Media, Supply Chain Performance, Enterprise messaging, Internet of Things, IoT, mid, Customer Performance, Operational Performance, Business Analytics, Business Collaboration, Business Performance, Cloud Computing, Customer & Contact Center, Financial Performance, Governance, Risk & Compliance (GRC), Information Management, Uncategorized
Compensation management is a key activity for engaging all employees and thus for human capital management. I discussed this connection in my perspective on unifying human capital management. In a further step in that direction, I am excited to announce the launch of our next-generation compensation management benchmark research. Determining and providing the appropriate compensation for each person, whether it involves base pay, merit pay, variable pay and incentives or bonuses, or a combination of these, is critical to being able to attract and retain productive members of the workforce – full- or part-time employees, contingent workers and contractors alike. Incentive compensation tied to objectives often is critical in business areas such as call centers, sales and field service. The complexities of compensation make more difficult the core challenge faced by human resources departments: keeping employees productive, satisfied and motivated.
Enterprise messaging is the technology backbone of communications for applications and systems within and between organizations. Both its importance and its complexity are growing as organizations increasingly have to provide real-time responses to business customers and consumers as well as their own business professionals who support them and their internal supply chains. The variety of use cases for enterprise messaging also is growing rapidly, expanding to the Internet of Things (IoT) market of sensors and devices including wearable technology; to new generations of applications and services for consumers and customers; to cloud computing and the shift to platform or infrastructure as a service (PaaS or IaaS); and to real-time big data and analytics. All of these innovations will enable these types of transformation to digital business that is impacting organizations around the world.
Topics: Big Data, Social Media, Supply Chain Performance, Enterprise messaging, Internet of Things, IoT, mid, Mobile Technology, Customer Performance, Operational Performance, Business Performance, Cloud Computing, Governance, Risk & Compliance (GRC), Information Management, Operational Intelligence, Uncategorized, Information Optimization