Tuesday May 05, 2015

Enterprise Performance Clearly Explained With a Collaborative, Intuitive, Reporting Solution

In today’s Digital Age, the ability for management to clearly explain the quality and sustainability of corporate performance has become more important than ever.  Increasingly, the ability to value and explain the value of intangible assets is becoming a competitive differentiator.  Global and regulatory mandates around narrative reporting are also emerging, with the EU Directive on Non-Financial Reporting and SEC interest in making financial disclosure more effective.  

While there is a clear need for increased commentary and narrative in reporting, most performance reporting processes remain manual and ad-hoc.  The effort is time consuming, lacking process rigor and collaboration.  Errors are made in combining ‘data’ (what) with ‘narrative’ (who, when, why), especially with re-keying data.  In addition, organizations lack the ability to analyze the data to validate the narrative.  The disconnected nature of the process means it is difficult to bring subject matter experts into the process for centralized commentary.  Finally, there are auditability concerns and weak security around supporting “need to know” access to content.

In fact, in a recent survey, 90% of respondents agreed that expanding qualitative commentary in management reporting processes was critical to their organization. Yet, more than half of respondents were not confident in their tools to provide sufficient collaboration to produce that qualitative commentary.   

Oracle Enterprise Performance Reporting Cloud,  the newest offering in Oracle Enterprise Performance Management (EPM) Cloud, helps address these challenges.  It uniquely combines management, narrative and statutory reporting needs in a single, secure, and collaborative solution.  Complete authoring, collaboration, commentary, and report delivery capabilities streamline the process.  You can easily combine system of record data for more accurate reporting.  Secure, role-based auditable access on desktop and mobile devices enables the delivery of faster, meaningful insights to all stakeholders, anytime, anywhere.

Oracle Enterprise Performance Reporting Cloud combines data and narrative, providing a single web interface for report package contributors.  Report package owners define, manage, monitor and interact with content through this interface, while assigned users see only the content applicable to the role they have been assigned. In addition, users can easily take a deeper dive into the data without leaving the application.  Oracle Enterprise Performance Reporting Cloud includes the ability to perform multi-dimensional and other analysis on financial data.

The solution enables business users to participate in the narrative reporting process through the web interface on a variety of devices, including desktops and tablets.  Collaboration throughout the process is key to getting the most accurate picture possible, and helps shrink the time it takes to define, produce and deliver reports.

Increased demand, both internally and externally, for information, plus many data sources can make it challenging to have confidence in the results reported.  Oracle Enterprise Performance Reporting Cloud enables you to easily combine system of record data into your narrative reporting.  Authors can integrate both on-premises and cloud-based EPM and BI data sources directly, as well as integrate data from Oracle and other ERP systems, thereby leveraging existing IT investments.  This helps provide trust and reliability that the numbers and information are accurate.

We have seen tremendous interest from customers looking to “standardize” on a platform for narrative-based performance reporting.  Reporting needs range from quarterly or annual reports for external stakeholders, to internal management and business performance reviews, as well as periodic reports submitted to industry agencies, sustainability reporting, and more.

“We find Oracle Enterprise Performance Reporting Cloud extremely intuitive and easy to use.  The cloud-based nature of this solution, along with strong collaborative and security features, will help streamline the time it takes our clients to produce and deliver reports.”  Neil Sellers, Director Qubix

Stay tuned for more exciting news around customer adoption in the coming months!

To learn more about Oracle Enterprise Performance Reporting Cloud, click here.

Friday Apr 10, 2015

Gartner Positions Oracle as a Leader in CPM Suites


On April 2, Gartner released its 2015 Magic Quadrant for Corporate Performance Management Suites report. In the report, Oracle was recognized as a Market Leader for the ninth consecutive year.

Gartner’s Magic Quadrant reports position vendors within a particular quadrant based on their completeness of vision and ability to execute. In this year’s report, among the market leaders, Oracle is positioned with the highest ability to execute and the strongest in completeness of vision.

Gartner has the following observations about the Corporate Performance Management space this year:

“Each year, Gartner emphasizes the most impactful market factors when considering each vendor's scores. This Magic Quadrant stresses capabilities in three primary areas of market evolution. The first is the cloud. The CPM suite market is shifting toward cloud-based solutions that deliver a shorter time to value and improved ease of use. The ability to provide cloud-based solutions and vendor experience with supporting these solutions factored heavily in this market study. The second primary area of market evolution reflects vendor ability to provide more comprehensive strategic financial planning support. The third primary area of market evolution is analytics.”

Oracle enterprise performance management applications are an integrated, modular suite that supports a broad range of strategic and financial performance management processes and helps organizations drive digital transformation and generate value for the business. 

Click here to learn more:  Report

For more information about Oracle’s Enterprise Performance Management Applications please go to www.oracle.com/epm.


Wednesday Feb 25, 2015

How EPM and Six Sigma Intersect

There are so many wonderful business tools and methodologies out there that can help us monitor, analyze, set strategy and improve efficiency, etc., but can they all work together? Where do they connect? In this post I will focus on how EPM and Six Sigma intersect.


Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service.  The principals of Six Sigma were originally were created by William Deming in his rebuilding of Japanese manufacturing industry post-WWII by applying statistical methods to measure, test, and improve design, quality and service.  By the 1980s, Six Sigma management techniques had been adopted more broadly for business process improvement and U.S. manufacturers such as Motorola, GE, Honeywell, and Dow competing in the global market.  By the 1990s, Six Sigma transcended manufacturing as Ritz Carlton Hotels applied total quality management and process improvement techniques to delivering five-star luxury service for their guests and were recognized twice with the Malcolm Baldrige National Quality Award by the U.S. Department of Commerce.

The Six Sigma method, when employed properly, aligns your organization and processes to achieve efficiency and a standard quality (whatever the standard should be).

Enterprise Performance Management is focused on

* Setting strategy for the company, including
        - Which products/services should be the focus in order to be competitive
        - Who are the desirable customers
        - Which markets to play in
        - What are the short and longer term goals
* Setting budgets, simulating forecasts
* Monitoring strategy execution
* Adjusting the strategy based on outcomes
* Reporting on the financial outcomes
* Repeat

To be very successful, the two methods should be employed together – EPM setting the desired strategy, Six Sigma providing the optimal processes and products/services to achieve the strategy; Six Sigma reporting on the outputs of the company and EPM reporting on strategic and financial outcomes.

Six Sigma’s job is primarily focused on lean operations, eliminating waste and inefficiencies  from monitoring feedback to knowing what’s working and what’s not, and when to ask what-if, making adjustments  based on that feedback for continuous improvement, etc. – where Enterprise Performance Management has both an internal and external view. It is simply not possible to set your near or long term strategy successfully without having an understanding of the external markets, external  customer sentiment, competitors’ movements and of course R&D on new products and services.

Without getting too philosophical, EPM typically functions assuming products and services are being made well and focuses on setting strategy and executing the strategy. Six Sigma focuses on making the products and services well and assumes that they are the right products and services to be made and delivered. In my opinion, they need to work hand-in-hand to successfully achieve your strategy.

For more information about Oracle Enterprise Performance Management (EPM), click here






Friday Dec 05, 2014

B/E Aerospace Wins Business Analytics Innovation Award!

Todd Renard, Senior Manager - Financial Planning & Analysis for B/E Aerospace was very excited to receive the Oracle Business Analytics Innovation Award at Oracle OpenWorld 2014 for the company's impressive results achieved with Oracle Enterprise Performance Management solutions.



B/E Aerospace is the worldwide leading manufacturer of aircraft passenger cabin interior products for commercial and business jet aircraft. The company, which was growing rapidly through a series of acquisitions, decided to adopt Oracle Enterprise Performance Management solutions to drive innovation and organizational change.

They took a three phased approach:

*PHASE I – Prove the value of the Hyperion solutions to senior management by leveraging the applications to meet company goals
*PHASE II – Build a superior financial end-to-end solution for monthly, quarterly, and annual reporting
*PHASE III – Build scalable daily financial reporting & analysis applications in order to make better decisions faster

In just nine months, the company completed a full-scale implementation that was delivered on time and under budget. As a result, B/E Aerospace has reduced by 80 percent the amount of time it takes to mine data from more than 30 sources. And the business can also acquire new companies and integrate their financials in three to four weeks instead of six months—dramatically speeding assimilation and supporting their acquisition strategy. 

Click here to watch the short video.

Wednesday Jan 08, 2014

Why Are My Numbers Different From Yours?

Happy New Year!

Organizations spend way too much time arguing about whose numbers are right, where they came from, and what they mean, rather than spending time discussing what to do about them.  I had the pleasure of interviewing book author and consultant Ron Dimon, Enterprise Performance Management Advisory Services Partner at CheckPoint Consulting – an Oracle Platinum Partner – during a Podcast, and he provided some interesting insights into this topic.




Ron and I have been involved in Performance Management in one way or another since about 1999 and it amazes me that organizations today still rely so much on spreadsheets to do their planning and forecasting, profitability analysis, and even to record and report their financial and operational results.  But, I am hopeful, as many companies and institutions now embrace the tools and processes of Enterprise Performance Management (EPM), that this will change, turning performance management into a discipline and a competitive advantage.To listen to the entire Podcast, click here.

I asked Ron to give his point of view on why people are still uttering “Why are my numbers different from yours?” With all the technology and systems we have now, why is this still an issue for many organizations?  He told our audience that he believes much of the issue can be attributed to spreadsheets. “While great for some things, they were never meant to be collaborative, controlled, enterprise-wide consolidation and reporting engines or reporting systems.  We have grown to rely on them, because they are pervasive and so easy to set up.”  Ron explained that it is relatively easy to whip up a customer profitability spreadsheet, for example, in less than an hour. You just need to collect the sales and expense numbers, take a stab at indirect costs and voila!  The problem, he suggested, starts after the report is set up and we need to share it, compare actuals to forecast, or include some historical trend data.  Ron explained that, “When Finance gets a look at the spreadsheet, they have to reverse engineer it and will probably quickly find that my basis for allocating expenses is wrong, or I haven’t taken into account commission splits, or I’m not including a foreign subsidiary of the customer in the sales results…the list goes on and on.”

So how can this be corrected? Ron talked about a way of still using Excel to create easy, on-the-fly reports – but rather, using Excel directly connected to the central repository of data to ensure that everyone creating reports is starting from the same set of data. The Oracle solution he has used for this is called Oracle Hyperion SmartView for Office and is part of the Oracle EPM System.  Because the spreadsheet is essentially connected to the underlying central repository of the EPM system, there is less time spent arguing about why numbers are different.

So is Oracle Hyperion SmartView for Office the answer? Does it solve the data problem all by itself? Ron explained to our audience that SmartView is the window to all that data; it’s one way to access it. But how and when the data gets into the central repository, and how it’s organized and transformed once it gets there requires an Enterprise Performance Management System (EPM). Oracle’s EPM system is both a collection of tools and a group of processes that govern how your data, especially financial data, is recorded, reported and used. 

Ron explained that an EPM profitability application, like Oracle Hyperion Profitability and Cost Management (HPCM), is a much more disciplined way to truly determine customer profitability – unlike the spreadsheet example mentioned previously. Instead of the finance person making up formulas, allocations, and deciding what is included in that customer number or not, HPCM does it for you.  So now you CAN spend more time on what do to with that customer: pay more attention, adjust prices, offer new services (or even fire them!) – and much less time arguing about why my numbers are different than yours.

To listen to the entire Podcast, click here.
To learn more about Oracle’s Enterprise Performance Management solution click here, and to learn more about HPCM, click here.

Friday Dec 20, 2013

Déjà Vu? Oracle EPM in 2013


As the year winds down, I wanted to share some of the highlights from EPM in 2013 and give a sneak peak about where we’re going next year. 2013 was a busy year with new product developments, new research studies, as well as customer events like Oracle OpenWorld. Let’s look back at some of these happenings and their associated blog posts.


New Product Developments 

Early in 2013, we announced a new release of Oracle Enterprise Performance Management with new integrations and product capabilities and updates to user experience that help companies to Unlock Business Potential – by unlocking business potential, companies are able to drive to the desired business outcomes of Aligned Objectives, Accurate Forecasts, Confident Close and a more Accountable Enterprise.

We also released new product modules, including Oracle Hyperion Tax Provision to help with aligning tax information and financial reporting, and Oracle Data Relationship Governance for improving financial master data governance and managing change.  In addition, we certified Oracle Hyperion Planning and Oracle Hyperion Profitability and Cost Management on Oracle Exalytics In-Memory Machine to help organizations Plan at the Speed of Business.  

For the sixth consecutive year, Gartner recognized Oracle as a Market Leader in its 2013 Magic Quadrant for Corporate Performance Management Suites report.  In this year’s report, among the market leaders, Oracle is positioned with the highest ability to execute and the strongest in completeness of vision.

New  Research

We conducted several interesting research studies in 2013.  Over the past several years, as we have gone through and emerged from the Great Recession, the role of the CFO has transitioned to one of catalyst for change.  New technologies and shifts in skill sets are also contributing to this changing role.  To understand these issues more deeply, we partnered with Accenture and released new research about the CFO’s changing role from financial overseer to corporate strategist and change agent.

To learn more about how Oracle customers perform Business Analytics processes (which includes Enterprise Performance Management, Business Intelligence and more), we launched the Oracle Business Analytics Customer Value Index (CVI) program in 2011, through which we collect valuable business process information from our customers.  The EPM Blog featured some compelling results from the CVI around Enterprise Planning, Budgeting and Forecasting Processes.

Customer Events and Videos 

One of the highlights of the year was Oracle OpenWorld, and winning the America’s Cup during that week certainly added to the excitement!  The Business Analytics program this year was our strongest ever, with over 200 EPM, BI, Analytics, Big Data and Exalytics sessions delivered by Oracle, our customers and partners.   We had the opportunity to catch up with a number of these customers and partners after their sessions, and you can view the interviews here

In one of our blogs about Scorecards, we featured forward-looking DC Courts and their process for managing strategy and KPIs.  DC Courts are making some great strides in setting strategy and executing on it, and are really setting the bar for other US Courts. 
On the topic of Profitability and Cost Management, we interviewed Ida Quamina of Oracle about the great strides being made in mastering the cost of Higher Education, and how these institutions can now address the issues of low or no visibility into individual programs, degrees and course costs, or the cost per student.
Next up – Cloud and Mobile!

As we head into 2014, there are many exciting developments in store, and you can expect to see us talk a lot about Cloud and Mobile technologies next year. Our blog called, “Taking your Business Scorecard Golfing” is just a preview.  

Wishing you a very Happy Holiday and New Year!




Monday Oct 28, 2013

Taking Your Business Scorecard Golfing

Our workplace world is definitely changing. Not only are we taking work home, but we are working during odd hours in some very strange places.  I had the pleasure of interviewing Jacques Vigeant, Product Strategy Manager for Oracle Business Intelligence and Enterprise Performance Management, on a Podcast, and he enlightened me about how our mobile devices and business scorecards are enabling us to be more accountable and keep a watchful eye on business – even while on the golf course.

Business scorecards have been around for many years - so I asked Jacques if he felt they had changed significantly due to technology. His answer was, “Yes, and no.”  Jacques agreed that scorecard enthusiasts are still passionate about executing the company strategy and monitoring Key Performance Indicators (KPIs), but scorecards and Business Intelligence (BI) as a whole have changed.  He explained that five to six years ago, people did BI work at the office and, for the most part, disconnected from their computer and workplace when they went home – with the exception of checking email and making a phone call or two. But now, that is no longer the case. People are virtually always connected with work and, more importantly, expect their BI and scorecards to be ‘always on,’ regardless of whether they are at their desk or somewhere else.

Basically, the BI paradigm has changed from a 'pull' model, where employees are at their desks querying or pulling information from the system, to a 'push' model where employees expect their BI and scorecard systems to reach out (or push information) to them when there is something of note to learn or something on which they need to take action.

I found this very interesting. However mobile devices do have their limitations with respect to screen sizes – does it really make sense to look at your strategy/scorecard on tiny devices? What kind of scorecard activities can you really expect to be able to do? Jacques’ answer was very logical. “When you think of a scorecard, it is really comprised of an organization of KPIs that are aligned with the strategic objectives of your company. KPIs are the heart of how you will execute your strategy. So, if you decompose that a little more, each KPI is well defined with the thresholds that you should keep an eye on and who is responsible for them. When we talk about scorecarding on a phone, we aren’t talking about surfing the strategy and exploring the strategy map like we do on the desktop. In a scorecarding context, we use the phone more as an alerting mechanism or simple monitoring device for your KPIs.”

Jacques gave a great example of an inventory manager who took part of an afternoon off to go golfing before winter finally hit, and while on the front nine holes, his phone vibrated. His scorecard was alerting him that the inventory levels for one of the products was below some threshold that he had set.  From his phone, he had set up three options within Oracle Scorecard and Strategy Management (OSSM) for this type of situation:

  1. Contact the warehouse manager directly by phone and work it out (standard phone function)
  2. Tap/hold the KPI and add an annotation to the KPI in OSSM using the dictation capabilities of the phone and deal with it more fully when he gets back to the office
  3. Tap/hold the KPI and invoke a business process from OSSM to transfer product from another warehouse with higher stock levels to the one that needs it 



Being on a phone should still give you options to quickly deal with situations as needed, but mobile phones are not designed for nor should try to replicate the full desktop experience.

We covered other interesting subjects in the interview, including how Oracle is keeping pace with mobile innovation and new devices such as Google Glasses, Galaxy Gear, Pebble Watches and more, and how Oracle is handling mobile security– which is great news for our mobile workforce.

To listen to the entire Podcast, click here.
To learn more about Oracle Scorecard and Strategy Management, click here.



Wednesday Aug 28, 2013

What’s Happening in Business Analytics at Oracle OpenWorld 2013

Oracle OpenWorld 2013 is rapidly approaching on September 22nd when we take over the city of San Francisco for five days.  The Business Analytics program this year is our strongest ever, with over 200 EPM, BI, Analytics, Big Data and Exalytics sessions delivered by Oracle, our customers and partners.  We'll also have Hands-on Labs, Theater sessions, 23 demo pods dedicated to Business Analytics products, and more than 30 partners exhibiting their solutions.

So what's hot in Business Analytics at OpenWorld 2013?  Here are some of the "can't miss" sessions at this year's conference:

+ Monday Keynote:  Transforming Business with Big Data and Analytics,
led by Oracle President Mark Hurd, will discuss how to harness the value of big data.  You will hear about crafting an IT strategy and leveraging big data to make decisions about business operations and products and services for transforming your business.


+ The EPM and BI General Sessions
, led by SVP of Product Development, Balaji Yelamanchili, will highlight the latest innovations and product directions for Oracle EPM, BI and Analytics.  Both sessions are scheduled on Monday, September 23.

+ Customer Success:  EPM on Oracle Exalytics.  In this session, customers present case studies of how they have deployed Oracle Hyperion EPM applications on Oracle Exalytics and the benefits they have achieved, including extreme performance and scalability, all at a lower total cost of ownership than traditional systems.

+ New:  Oracle Planning and Budgeting Cloud Service.  Oracle Planning and Budgeting Cloud Service is the first of Oracle's EPM applications to be offered as a public cloud service and makes it much easier for businesses of any size to deploy a world-class planning and budgeting solution in a matter of weeks.  Learn about this new offering and hear about early customer experiences.

+ What's New with Oracle Exalytics In-Memory Machine?  Attend this session to learn about the latest and greatest in the hardware and software evolution of Oracle Exalytics In-Memory Machine.  Also learn how customers have obtained value from Oracle Exalytics and listen to a customer case study.

+ Oracle Endeca Information Discovery:  Customer Panel.  This session features a panel of customers that have adopted Oracle Endeca Information Discovery and achieved exciting results.  The customers' stories span various industries and demonstrate the broad applicability of data discovery tools and the competitive advantages customers can realize with Oracle Endeca Information Discovery.

Customer Panel:  Real-World Value with Oracle Business Intelligence Applications.  This session features a panel discussion that presents customer perspectives and best practices for implementing Oracle Business Intelligence Applications with Oracle E-Business Suite; Oracle Fusion; Oracle's PeopleSoft, Siebel and JD Edwards EnterpriseOne product families; SAP; and other application environments.

+ Oracle Fusion Middleware:  Meet This Year's Most Impressive Innovators.  In its seventh year, the Oracle Excellence Awards for Oracle Fusion Middleware Innovation honors organizations from around the globe that are using Oracle Fusion Middleware to achieve significant business value.  Attend this session to learn how leading-edge Oracle customers are successfully transforming their organizations with Oracle Fusion Middleware technology, including Business Analytics.


For more details on these and other Business Analytics sessions at OpenWorld, download the Focus On Business Analytics program guide at: 
https://oracleus.activeevents.com/2013/connect/focusOnDoc.do?focusID=22725

We look forward to seeing you in San Francisco!




Tuesday May 28, 2013

Unlocking Business Potential with Enterprise Performance Management

As we look at the enterprise performance management (EPM) market, it’s clear that the fundamentals of EPM haven’t changed in the last 5 – 10 years.  EPM is still about linking strategies to plans and execution, monitoring financial and operational results against goals, and applying analytics to understand key trends, make better decisions and drive enterprise-wide performance.

What has changed is the world that we operate in. Although economic growth is slow, business cycles are faster so planning and forecasting needs to be more frequent.  There’s more data available to analyze and leverage for planning and reporting – both internally and externally generated.  Stakeholders have higher expectations.  That includes external stakeholders who want more quantitative and qualitative disclosures about the organizations they are investing in, as well as internal management stakeholders who are demanding more frequent insights into financial and operating results.  Even the workforce has changed, for instance Millennials (those born between 1980 and 2000) were raised on technology and have less patience for systems that are outdated or don’t respond quickly.  In addition, technology is changing with the shift to Cloud, Mobile and Social computing.  These new technology enablers that are available today create many opportunities to drive innovation and improve efficiency if leveraged correctly.  

So while today’s market presents a number of challenges to achieving the goals of CEOs and CFOs, there are also opportunities to unlock the potential of their organizations to drive profitable growth. These include:

-
Eliminating or investing more in under-performing products
- Putting more focus on under-served customer segments
- Better utilizing existing staff and capacity
- Putting the excess cash on the balance sheet to work – investing in new markets, products, and services
- Creating more efficient business processes and reducing IT complexity to reduce costs

Many organizations are finding that an integrated EPM platform can help them break down the barriers to success, linking business goals to results and unlocking business potential.  With a world class EPM platform organizations can deliver the desired outcomes needed to succeed in today’s market; Aligned Objectives, Accurate Forecasts, Confident Close and a more Accountable Enterprise.  Plus they can address the needs of Finance, IT, as well as line of business managers to ensure more consistent decision-making.

To learn more about how an integrated EPM platform can help your organization unlock its business potential,
download our new white paper:  Enterprise Performance Management – Unlocking Business Potential. 

Also, learn how the latest release of Oracle Hyperion EPM helps organizations unlock their business potential, here’s a link to the
press release.

And for more general information about Oracle Hyperion EPM please go to www.oracle.com/epm.



Tuesday Apr 16, 2013

Enrich Your Scorecard with Metadata That Actually Matters

Oracle has released another interesting Podcast – this one is about how Oracle Scorecard and Strategy Management can help you drive behavioural change and improvement at the same time by using metadata that actually matters.

I had the pleasure of interviewing Jacques Vigeant, Product Strategy Director for Oracle Business Intelligence and Enterprise Performance Management and Oracle Scorecard and Strategy Management (or OSSM) about this subject.

After covering the basics about what a scorecard is and how it differs from a BI system or dashboards, we went on to discuss how scorecards should traverse dimensional structures, not just go up and down the hierarchies (like a typical BI system does) but also jump from one hierarchy to another to tie important data together.

Then we got to the heart of the Podcast – metadata that really matters. Jacques told us why accountability is so important – understanding WHO is under or over performing and HOW that performance relates back to the organizational strategy is key to pushing strategy forward. It is difficult to modify behavior if accountability is not included.

Jacques further explained that traditional BI metrics are typically focused around aggregating metadata along a single hierarchy. For example, we all know intuitively that a very high attrition rate in a company can impact the profitability of the company.  Traditional BI metadata focuses on aggregating metadata for HR attrition rates by HR dimensions, like attrition by department or region, but in this example, there is still a chasm between the HR data and financial data. Oracle Scorecard and Strategy Management (OSSM) enables you to draw relationships between your measures that are not necessarily based on aggregate tables or dimensional hierarchies – rather by business insight. You can literally drag and drop scorecard metrics on top of each other to get a better snapshot of what is going on. Jacques provided the following example, “Let’s say my attrition metric has an impact on my employee effectiveness metric, which has an impact on employee productivity, productivity has an impact on cost, and cost has an impact on profitability. You can drag all of these metrics on top of each other to get a whole company understanding of the impact of attrition rate on profitability”. This is new insight about the relationship. Once we understand this relationship, there is now a financial basis for management to ensure that the attrition rate stays within acceptable parameters – which can lead to a change in management behavior.

How does this type of insight help? Jacques explained that OSSM provides a set of metadata that is actually captured by the user using the system, providing new business insight. As more users use the system you are gaining more and more business insight. You get a network effect of new and better business insight as more people use the scorecard tool. This is not the same kind of metadata as traditional metadata that simply describes the existing dimensions.

Near the end of the Podcast Jacques also told us more about how the use of metadata that matters (including accountability) with financial objectives and data and operational metrics and data, can all roll up into the strategy tying everything together. The ability to keep the data current enables users to get a really good picture of the state of the strategy at any time, and which elements are most important to monitor to move the strategy forward. There are really great visual diagrams within OSSM that help you to literally see what is happening.

Jacques provided other interesting examples and useful information about metadata that actually matters in scorecards and how it can help encourage organizational change during the Podcast. I encourage you to listen to the entire interview.

To hear the entire Podcast click here.

For more information about Oracle Scorecard and Strategy Management (OSSM) click here.

Monday Mar 25, 2013

Optimizing the Business as a Whole: The Case for Enterprise-Wide Planning

I recently interviewed David Jones, Director in PWC’s Consulting Services EPM Practice, and Simon Kenney a Senior EPM Consultant also from PWC, in a podcast about their successes in enterprise planning implementation and their research on finance effectiveness.


Initially, we discussed the research they have been conducting around planning and forecasting effectiveness; they call it the Finance Effectiveness Benchmark. For 2012, some issues were consistent with previous years. Planning, budgeting and forecasting is taking too long to pull together, it’s still too manual and requires too many resources or effort to get it done. But the interesting headline this year is that 80% of the respondents declared that the accuracy of their forecasts is critical to the running of their business, but only 45% said that their forecasts were actually reliable. This result is very concerning as this deficiency will prevent companies from making the right critical business decisions.


So what are the causes of this large deficiency?


According to Simon, a lack of integration across the entire planning process – front office to back office is a key issue. The business functions are just not engaged enough as the forecasting is mostly finance led. Sales and marketing are essential to any forecast, but they are often not engaged properly. Ultimately, those that generate the opportunities and the revenue need to be involved with the forecast.


No wonder the forecasts are not accurate!


How do companies to fix this deficiency and move to an integrated more inclusive world of forecasting? Simon suggested the following three steps are a good start.


Step 1: Identify why the forecasting process is failing (Is each function independently running their own processes? Is there a lack of clearly defined accountabilities?)


Step 2: Determine if/when the company is ready to integrate their processes. (Does it have the required level of sponsorship in place to move to an integrated planning process? Are the functions prepared for change?)


Step 3: Define a blue print or target “n” state (Design the integrated process. Determine which technology can help support the new integrated process)


These steps sound fairly simple, so I asked David what some of the more difficult or challenging things are that he sees when undertaking these steps with his customers. David indicated that there are challenges specific to each industry, but some common ones to watch for are:



  • Lack of executive sponsorship across functions (Very Key!) The drive to implement change must come from the top and be a collaborative process.

  • Miss-aligned performance measures that drive the wrong behaviour.

  • Too much granularity or unnecessary detail in the financial plan. Requests for more detail and more clarifications lengthens the process (without sufficient benefit) taking too much time and effort.


Simon shared his experience working with a large UK based motor car manufacturer – the challenges and success they had experienced.


Car manufacturers are a more traditional type of company with lots of legacy systems. Being so entrenched in these systems meant that they were not sure if they were really ready for a big bang approach to integrated planning and forecasting. They, therefore, decided to work on one area of the company at a time – in waves – so they could prove it was the right thing to do by demonstrating success and showing value to drive further change.


I asked David how real the benefits were that could be obtained through integrated planning and forecasting. David said that he sees real results in more accurate forecasts and a much better understanding of what goes on in the business, how it behaves, and the impact each business function has on delivering the optimal level of profit. These are real and tangible benefits. Individual functional areas need to understand their role in the overall plan and not behave independently.


What can organizations do today to evaluate their planning and forecasting processes? Simon suggested the following:



  • Look at your existing processes – are they collaborative and integrated?

  • How accurate are your forecasts? If you are not sure, take a retrospective look and find out.

  • How effective are the different business functions in forecasting accurately?

  • Take a look at benchmarks and case studies outside your organization and see how you measure up and what else you can achieve.

  • If you are in the spreadsheet world, re-evaluate the process and take an honest look at how it is working for you. How accurate are your forecasts?


It became quite apparent from speaking to David and Simon that it’s all about optimizing the business as a whole and not the individual parts; without enterprise planning integration, this is simply not possible.


To listen to the webcast, click here.

Monday Feb 25, 2013

Gartner Positions Oracle as a Leader in CPM Suites

On February 14th Gartner released their 2013 Magic Quadrant for Corporate Performance Management Suites report. In the report, Oracle was recognized as a Market Leader for the sixth consecutive year.


Gartner’s Magic Quadrant reports position vendors within a particular quadrant based on their completeness of vision and ability to execute. In this year’s report, among the market leaders, Oracle is positioned with the highest ability to execute and the strongest in completeness of vision.


Here’s an excerpt from the report with some comments about Oracle from Gartner:


“Oracle is a Leader in CPM suites, and the Hyperion brand is respected by finance executives worldwide. Oracle has a very broad and deep CPM product suite, which employs a multiproduct approach with different applications for each of the major CPM processes; however, these products employ a common foundation and administrative components. The vendor has a well-established partner channel and Hyperion skills are plentiful among the consultant community, given the well-established products.”


Oracle Hyperion Performance Management Applications are part of Oracle Business Analytics, which combine market-leading enterprise performance management applications with business intelligence tools and technology and analytic applications to help organizations strategize, plan and optimize business operations and achieve better business outcomes.


Click here to learn more:  reportpress release


For more information about Oracle’s Hyperion Performance Management Applications please go to www.oracle.com/epm.

Wednesday Feb 13, 2013

Tax Provisioning: Simplify, Standardize then Automate

Tax provisioning is a process that has become increasingly more complex to perform, but increasingly more important to do well. I recently interviewed Andy Oliver, a PWC Director in their Tax Practice and an expert in Tax Provisioning, in a Podcast which I feel sheds some light on this increasingly complex matter. To listen to the Podcast, click here.


Tax provisioning is the process of reporting current and deferred income taxes in a company’s financial statements – tax on current profits and estimated future tax on future profits. There are a myriad of rules and requirements for calculations and disclosure that apply to different companies and countries and they are changing all the time. It is extremely important to have accurate, transparent calculations as when and what to pay and defer can make a huge difference to a company’s bottom line.


How do most tax accountants and departments manage this process? Andy indicated that a majority of companies pull this information together through numerous and large spreadsheets with complex and convoluted calculations. And although these spreadsheets offer flexibility – to keep up with the ever changing rules – they do not provide consistency in calculations, standardization of the process, or data security. This means that the calculations and resulting reports are error prone and can cause countless hours of work to find and correct the errors.


Ideally, the tax provisioning process should be performed early in the financial close process to get a really good picture of the end result. However, inevitably being early in the process means the financial results will change and the provision or estimation will have to be recalculated. Having the tax provisioning process integrated with the financial close process and systems makes a lot of sense, from an efficiency standpoint, to reduce the amount of work required each time there is a change to the financial results. We also discussed how important it is to SIMPLIFY the tax provisioning process and then standardize and automate the process before integrating with the financial close process to be truly effective and world-class.


Oracle’s Hyperion Tax Provision solution was designed to provide this integration with the financial close process and drive efficiency into the tax provisioning and disclosure process.


Finally, Andy had this advice for the listeners, “If you can align the tax reporting process with the financial close process – eliminating much of the manual, spreadsheet-based calculations, you will get the job done quicker, experience fewer mistakes, and be able to spend more time doing the important part of your job as a tax accountant; analyzing the numbers, and providing insight on the results such as WHY the numbers are different from forecast or from last year.


For more information on the Oracle Hyperion Tax Provision solution, click here.


To listen to the podcast, click here.


 

Tuesday Feb 05, 2013

How Corporate Culture Affects Performance Management

Good news – now there is research to support the idea that corporate culture really does impact corporate performance management!

A new article by the Business Research and Analysis Group (BRAG) was published in the January 2013 issue of Strategic Finance called "How Corporate Culture Affects Performance Management". Click here to read the article. It is an interesting piece that focuses on two main things:

1) An original bit of research on the attributes of effective CPM systems (EPM in Oracle vernacular) and

2) How/if those criteria support Howard Dresner’s Performance Culture Maturity Model. This model tracks 6 critical measurement criteria through four levels of maturity therefore highlighting the status of any company in fostering a performance directed culture. 

The article starts off listing strategic and operational benefits that can result from having an effective EPM system, and then goes on to investigate how significant Dresner’s six criteria of a performance directed culture are to the organizations in the survey that had achieved significant strategic and operational benefits – with a view of the level of maturity organizations reached with respect to these criteria. In the end, we can see which factors impact the achievement of benefits from an EPM system.

Dresner’s six criteria from his Maturity Model are:

1) Alignment with Mission

2) Transparency and Accountability

3) Action on Insights

4) Conflict Resolution

5) Common Trust in Data

6) Availability and Currency of Information


Through a series of graphs and tables presented and an analysis performed, it was determined that three of the six criteria are very significant to achieving benefits from an EPM system, while the  other three (although still important) are less significant to the sample of organizations involved in the study. The three very significant criteria are:

a) Alignment of an organization with its mission and vision

b) The presence of transparency and accountability

c) The ability of an organization to resolve conflict effectively

An interesting detail noted in this article was that in general, organizations are doing a poor job of achieving organizational maturity in the three areas that were found to have the most significant impact on achieving benefits!  The four levels of maturity modeled were Level 1: Chaos Reigns, Level 2: Departmental Optimization, Level 3: Performance Directed Culture Emerging, Level 4 Performance-Directed Culture Realized.

Another interesting detail was that the ONE criteria that organizations have really improved upon over the years and have reached a higher degree of maturity on – was one that was considered to have less impact on achieving significant benefits (Availability and Currency of Information).

The big message here is although it is important to have good EPM information in a timely fashion upon which to base sound business decisions, corporate culture has an even bigger impact on being able to achieve significant EPM benefits.

Click here to access the article.

Friday Feb 01, 2013

Not Your Father’s Scorecard

If you are new to the world of Business Scorecards – Welcome! If you have been at it for a while, it might be time to have another look at what your scorecard is doing for you.

Jacques Vigeant, Product Strategy Director for Oracle Business Intelligence and Enterprise Performance Management, was interviewed in a podcast by Nigel Youell, Director of Product Marketing for Oracle Performance Management Applications, and had a very interesting discussion about the business value that scorecards add to dashboards. To listen to the podcast click here.

To summarize, Jacques explained that dashboards are really about monitoring organizational metrics, usually including data that has been rolled up by dimensions relative to the business. Typically they are single page dials and graphs that give you information about trends and data in a point in time. Very useful for keeping track of what has happened. Whereas scorecards can provide a huge amount of business value by supplying additional information about how those metrics are related to the business strategy, which metrics are particularly important, what impact a particular metric has on the strategy, and who is accountable for the metric. This additional information enables employees to better evaluate their own impact on strategy and effect real change based on the metrics and initiatives they can influence.

According to Jacques, not all metrics are created equal. Some have a much bigger impact on strategic outcomes than others. For example, the number of units sold is a good metric to watch, but the profit on those units sold is MORE important. Importance can be seen through weightings placed on metrics relative to the strategy, and through maps showing how each of the metrics are related – cause and effect style.

The BIG news however is how scorecard functionality is changing, and Oracle is investing here.   Oracle Scorecard and Strategy Management, or OSSM, has taken better decision making very seriously. Oracle has introduced the concept of ‘actions’ and invoking those actions based on who is viewing the scorecard (position in the organization) and which metric they are viewing. If a value has gone wrong (or very right) a list of suggestions – based on the individual viewing the metric – can be presented to the user. In some cases, it is appropriate to automatically invoke a business process, trigger a workflow or initiate a job requisition based on a metric result value. In other words, intelligence can be built in to assist employees to make better business decisions every day. In addition, employees can support each other even more in making better business decisions through written collaboration and annotations on metrics and initiatives and what is happening to improve them.

Finally, reporting has changed to improve understanding of how each metric contributes to the organizational strategy.  Strategy maps show relationships between objectives, but can also show relationships to specific metrics. The ‘contribution wheel’, a patented graphic that Jacques himself designed, beautifully depicts how each metric and initiative contributes to the overall strategy in one graphic.   





So as you can see, Oracle Scorecard and Strategy Management is not your father’s scorecard. It has moved on to enabling managers and business leaders to see the impact of initiatives and metrics on the organizational strategy and, more importantly, helping to modify the behavior of employees to make better business decisions every day. At the end of the day, Oracle Scorecard and Strategy management can help provide enough business context so that everyone can make better business decisions every day. When this happens, achieving organizational goals and strategy is possible!


To listen to the Podcast, click here.

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This blog will highlight key EPM market trends, recent events and other news of interest to our field, customers and partners.

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