Economic dynamics and market pressures during a black-swan event can wreak havoc on efforts to effectively manage revenue operations and pricing for business continuity. For many organizations, environmental changes disrupt the methods by which these essential business processes are managed can be disrupted, damaging the revenue streams that create profitability. The array of pricing strategies and related promotional tactics across channels for configure, price and quote (CPQ), digital commerce and subscription management can challenge the best of organizations. Leadership must examine the agility of pricing management to determine if they have ability to make and manage changes to determine the effectiveness of decisions. This requires visibility into revenue operations and selling channels, which in turn requires programs, processes and technology designed to meet the needs of what is called price and revenue management (PRM).
Topics: Sales, Customer Experience, Human Capital Management, Marketing, Analytics, Business Intelligence, Collaboration, Internet of Things, Data, Product Information Management, Sales Performance Management, Workforce Management, Workforce Planning, Price and Revenue Management, Total Compensation Management, Conversational Computing
Over the past several months, I have discussed a wide range of topics that organizations must consider and appropriately prioritize to maintain business continuity during periods of upheaval. But sometimes it’s important to take a step back and reflect on a critical and recurring theme: experiences. The array of experiences across the workforce and business processes both inside and outside of the organization are an essential part of an organization’s success. Leadership must give these experiences the attention they deserve, and this requires visibility into operations and the tools to measure effectiveness, especially during black-swan events. Fulfilling this objective requires the programs, processes and technology designed to meet the needs of what is called experience management (XM).
Topics: Sales, Customer Experience, Human Capital Management, Marketing, Office of Finance, Analytics, Business Intelligence, Collaboration, Internet of Things, Data, Sales Performance Management, Workforce Management, Workforce Planning, Operations & Supply Chain, Total Compensation Management, Conversational Computing
Maximizing the performance and value of people in the workforce should be a primary focus for any business these days. It is a complex task, especially for larger organizations, and chances for success can be increased by investment in human capital management (HCM) applications. In this competitive software market SAP is making a strong push, aided by acquisitions in the last three years of SuccessFactors for talent management and more recently Fieldglass for contingent labor management. Recently I attended the SAP HCM analyst summit to hear about its direction and plans to grow its market share. The company has made progress since our last analyst perspective on it. Mike Ettling, SAP’s president for the HR line of business, discussed its newly refined strategy and organizational structure; the company has added executives from around the globe to emphasize its commitment to helping human resources organizations.
Topics: SAP, HCM, Human Capital Management, Learning, Performance, Recruiting, SuccessFactors, Operational Performance, Analytics, Business Analytics, Business Performance, Cloud Computing, Financial Performance, Compensation, HRMS, Vendor Management Systems, Workforce Analytics, Workforce Management, Workforce Planning
Human capital analytics used to be simple. It focused on compliance reporting, showed basic information and was an afterthought in most applications. Today analytics is the centerpiece of many human capital management applications and involves many sophisticated tools, because it delivers the some of the greatest value of any process in all HCM. Our next-generation workforce management benchmark research found that 61 percent of companies surveyed are planning to invest in improving their workforce analytics capabilities.
Gadgets be gone: That was one of my lighter tweetable sentiments from last week’s HRO Today Forum analyst summit, and you’ll see why below. At this gathering we industry analysts discussed the difference in perspectives on innovation, or the lack thereof, held by HR technology suppliers and the HR practitioners who buy and use their products, many of whom attended the HRO Today Forum.
Topics: Performance Management, Human Capital Management, business innovation, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Cloud Computing, Workforce Performance, Talent Management, Workforce Planning, HR technology