1 White Paper April 2009 Planning, budgeting and forecasting: software evaluation and selection guide
2 2 Contents 3 Business problems Planning challenges 5 Business drivers Supporting best practices 10 The solution Technology supports best practices Planning software selection process 15 Conclusion Abstract This paper addresses the challenges of planning, budgeting and forecasting in a spreadsheet environment and highlights the advantages of using a software solution designed specifically for planning, budgeting and forecasting. The business challenges and drivers are discussed, including organizational and technological best practices to follow. A Planning Software Selection Matrix is included to assist decision makers in selecting the most appropriate planning software solution for their specific business processes and needs. Overview The enterprise planning process planning, budgeting, forecasting and reporting presents a formidable challenge to most companies, regardless of size or industry. Enterprise planning is a crucial component of financial management that contributes greatly to a company s overall success or failure, especially in these uncertain economic times. Despite its importance, planning is often seen as burdensome and time-consuming. Yet forward-thinking organizations see planning as offering enormous opportunities. Leading companies address planning obstacles and improve processes. They take advantage of new technologies and employ planning and forecasting best practices. They are quickly rewarded with more accurate plans, more timely re-forecasts and more effective decision-making. Overall, these tools and practices save time, reduce errors, promote enterprise-wide collaboration and foster a disciplined financial management culture that delivers true competitive advantage often accompanied by a leading or stable market position.
3 3 Specifically, such companies are able to: Business problems Consistently deliver more timely, reliable and flexible plans. Strengthen the link between strategic objectives and operational and financial plans. Improve communication and collaboration among managers. Enhance strategic decision-making, enabling leaders to more quickly identify, analyze and forecast the impact of changes as they occur. The goal of this guide is to help enterprises take the first step toward improved budgeting, planning and forecasting. This guide outlines a systematic approach to software evaluation and selection that aligns best practices and leading-edge technology with planning activities in an organization. Readers will be asked to review their planning process, identify challenges, define stakeholder requirements and match emerging criteria with software features and functions. Planning challenges Process problems Corporate decision-makers typically voice similar concerns about planning, budgeting and forecasting. Processes are tedious and time-consuming. Data integrity is questionable. The explanation of variances is difficult. Existing tools are inflexible and do not support a dynamic environment.
4 4 World-class companies have better integration between all processes in their planning cycle from strategy through annual budgets, according to The Hackett Group in its Finance Functional Benchmark, Forty-eight percent of world-class companies operate with fully integrated strategic planning, operational/financial planning and reporting versus overall peers, of which only 23 percent use such approaches. For managers outside of Finance, planning can appear to constitute little more than a periodic invasion of their time with minimal benefit. Managers can feel besieged by demands for information and improved projections, while still being expected to deliver results. But these inconveniences are minor when compared with the missed opportunities that can result from inflexible and inadequate planning and forecasting, particularly in times of economic downturn. A well-connected, dynamic planning and forecasting nervous system should be aligned with operations and support high participation throughout an organization. This enables management to engage in aggressive, creative activity, to develop smart contingency plans, and to significantly improve resource reallocation to meet changing business conditions. Origins of planning challenges Within the last decade or so, companies have devoted considerable resources to implementing enterprise resource planning (ERP) systems. Yet most planning is still performed using spreadsheets, electronic mail and countless staff hours an inexpensive approach in software terms, but ever-so-costly in the long run because spreadsheets are not designed to effectively support planning and forecasting processes. Inhibitors are numerous: Business rules (formulas) are mixed with data and prone to corruption. Files must be swapped frequently among users, but cross-company teams cannot work together easily. Presenting or analyzing data from different perspectives is difficult. Data aggregation is complicated and time-consuming. The business model is not represented well, if at all. Complex calculations, multidimensional reporting and analysis are impossible.
5 5 Business drivers Supporting best practices It is vital that planning software supports accepted best practices in order to enhance timeliness, information reliability and participation by key people throughout the organization. A best-practice approach requires that planners include several key strategies and tactics. Align strategic and operating plans Within the excellent financial management equals excellent business management culture, the ongoing alignment of strategic and operating plans is vital. Because of their responsibility to engage department managers in the planning process, finance professionals must clearly communicate corporate strategic plans to those who run the business day-to-day. Seventy percent of financial executives anticipate serving in the role of the performance management leader in their company, according to a CFO Research Services Report, Managing Performance Amid Complexity, prepared in collaboration with IBM Cognos, 2008, p. 5. Seventy percent of financial executives anticipate serving in the role of the performance management leader in their company, according to a CFO Research Services Report, Managing Performance Amid Complexity, prepared in collaboration with IBM Cognos, 2008, p. 5. Finance can help translate strategic goals into financial targets and in turn into specific departmental plans and related revenue and expense drivers, such as headcount and equipment. By translating strategic goals into operational plans, and by tracking and measuring performance against plan, leading companies are better able to meet or exceed objectives. Start at the top and at the bottom An important ingredient in successful budgeting and forecasting is the ability to align top-down financial targets with bottom-up plans. Some companies establish top-down targets and then turn the annual budgeting process over to Finance along with a mandate to meet those numbers. Other companies require detailed bottom-up planning, and then plug the total company numbers in at the top so that the plan meets strategic targets. Neither of these approaches reflects a commitment to planning excellence.
6 6 Instead, leading companies provide initial guidance from senior management s topdown perspective on strategic goals, objectives and expectations. Then, department managers build a plan from the bottom up, indicating how they intend to meet established goals. This process requires frequent iterations for the top-down and bottom-up approaches to meet and reconcile. The result is a plan that is supported by: Department managers because they helped create it and will be rewarded for meeting it. Senior management because operational goals are aligned with strategic goals. Finance because they added value to a productive, collaborative effort, rather than demanding participation in a mere exercise. World-class EPM organizations deliver 2.4 times the returns of industry peer companies, according to The Hackett Group, Model business drivers A first-rate budget or forecast is based on a model with formulas that are tied to fundamental business drivers. Simply importing and manipulating past actuals does not reflect underlying operational causes and financial effects in a business. Building driver-based models into plans ensures appropriate consistency across functions and promotes planning coordination among functions. For example, by understanding the trends and profitability related to particular household products that fly off the shelves during a recession, a retailer can determine marketing, inventory and sales expenses to optimize profits. Finance can provide the operations managers with a useful model that includes information about past actuals and current labor, inventory and promotions as well as formulas driven by assumptions. Support from Finance does not violate the best practice that requires department managers to be responsible for creating their own plans. Instead, it saves them time by providing a solid, factual baseline a starting point that contains important information about their departments relationships to other functions. Managers can then make adjustments to this baseline to reflect the latest business conditions. This approach also ensures collaboration across functions.
7 7 Drive collaboration between functions Not only should strategic and operating plans be aligned, but plans between functional areas should be coordinated. Best practices include direct involvement by line-of-business managers along with a collaborative approach to planning and forecasting. In addition to understanding strategic goals, department managers must also know what other functions are planning. For example, in a company that is planning a new product rollout, manufacturing needs to ramp up production, marketing needs to increase advertising and sales needs to add new headcount. But the marketing plan should also include training programs timed to help new sales representatives ramp up productivity. The facilities department needs to plan for new headcount, equipment, product storage and so on. Such collaborative planning can be accomplished through an iterative process that lets managers forecast and share alternative scenarios, which are essential given today s economic uncertainties. Finance also plays the key role in facilitating the coordination of plans across the company, which helps ensure that operational tactics are aligned with financial targets throughout the organization. Adapt to changing economic conditions Businesses today are seeking ways to manage risk, cut costs, improve their profits and drive cash flow. These major transformations force adjustments to plans, metrics and resource allocation and require a heavy dose of dynamic re-forecasting with a focus on business drivers rather than budgets. Frequent re-forecasting. In this challenging global economic environment with multiple market pressures, forecasting may be needed monthly or even bi-weekly. Continuous re-forecasting helps managers answer critical questions such as, What did we expect? How are we doing against our plan? and, even more importantly, How should we adapt our plans going forward? If revenue forecast signals are
8 8 below targets, a manufacturer may need to recalibrate resource or capital expenses. With a model-based approach to forecasting, marketing and sales managers can rapidly run multiple what-if scenarios to recalibrate unit-volume numbers, which in turn are evaluated by operations based on production and inventory plans. Updates to plans feed directly to Finance, which then turns the order projections into revenue all in a matter of hours or days versus weeks or months. Action plans to correct negative trends or to exploit positive developments can be included with discussion of their likelihood of success. These plans can be made dynamic based on the movement of leading indicators, Steve Player, program director for Beyond Budgeting Round Table of North America. Rolling forecasts. A company that runs rolling forecasts is always looking forward to the immediate or near-term future. For such companies, business does not end on December 31st and restart on January 1st. The forecast timeframe should extend out two to eight quarters, depending on business volatility. Additionally, the forecast should reflect the input of all business units, not just Finance. The process goal is coordination of the different parts of the organization using the latest available estimates of what may likely occur, according to Steve Player, program director for Beyond Budgeting Round Table of North America. Action plans to correct negative trends or to exploit positive developments can be included with discussion of their likelihood of success. These plans can be made dynamic based on the movement of leading indicators. Planning should be an ongoing process with frequent opportunities for managers to view the company s latest internal and external performance data. Managers should be able to alter plans based on new information coming from various sources, including leading market indicators (such as customer inquiries, sales pipeline information and market data); other managers; monthly actuals; and top-down target revisions. Finance should be able to quickly consolidate plan data from all areas of the company and disseminate new information immediately. This process will facilitate more informed decision-making in such areas as pricing, product family, channel mix, capital allocations and organizational changes. (To read more about how IBM Cognos can assist with rolling forecasts, visit www-01.ibm.com/ software/data/cognos/solutions/software-planning-budgeting-forcasting.html.)
9 9 Manage content that is actionable A focus on actionable content in planning frees managers from unnecessary detail, enabling them to produce better plans. While supporting detail can provide audit trail and insight into managers thinking, more detail does not necessarily make a better plan. Managing material content requires attention to whatever information has real and significant impact on expenses, revenues, capital or cash flow. Content management helps a company: Avoid false precision. A complex model might not have any more precision than a simpler model. More detail and intricate calculations can lure managers into the trap of thinking their plan is more accurate. Monitor volatile not stable accounts. Efforts are best spent on fluid expenses such as headcount and compensation. Aggregate accounts. The forecast does not need to reflect the same level of detail as that in the general ledger. Even if the general ledger has 15 different travel accounts, managers can often plan using one account. Timeliness and reliability Many companies have an inefficient and inflexible planning process at the center of which is the annual budget. Time-consuming distribution and consolidation processes practically guarantee that plan data is out-of-date and irrelevant before it is even published and plans based on stale data and assumptions are of no value. World-class organizations shorten their planning cycles by implementing the best practices described here. They also use technology to successfully manage budget consolidation and aggregations in real time. Technology is particularly effective for improving timeliness and reliability in the area of plan consolidations. Realtime plan consolidation eliminates the necessity to process results manually and enables a smoother, more consistent, more accurate planning process. Variance reports delivered within two-to-four days after the period close allow managers to immediately evaluate their performance against plan and effectively adjust their businesses.
10 10 At an operational level, this type of planning is also less costly and produces more accurate results than the processes followed by most companies today. At a strategic level, timely and reliable financial plans provide more credible guidance to stakeholders and enable faster, better-informed business decisions. Best-practices templates The use of pre-built, best-practice templates or planning models can help organizations reduce implementation risk and accelerate time to business value. Best-practice templates such as expense management, resource planning, capital planning and integrated financial reporting are available from software vendors for a wide range of functional areas and industries. With best-practice templates, companies can establish dynamic connections that keep strategic objectives, operational plans, people and initiatives in sync as business conditions change. Executives can quickly see the impact of changes in operational plans on corporate financials. Functional- and business-unit managers can quickly adjust resource allocations to support corporate objectives. And corporate guidelines and policies are more consistently communicated and applied throughout the business. The solution Technology supports best practices Leading companies have recognized that spreadsheet-based planning impedes implementation of planning and forecasting best practices. They have moved to a purpose-built application with lean infrastructure requirements, which enables them to accurately plan and re-plan quickly, using the same or fewer resources. Streamlining the planning process demands technological tools capable of supporting a faster, more flexible and adaptive approach to planning. By using an on-demand, dedicated planning, budgeting and forecasting application that is delivered over the Web, organizations can readily implement best practices.
11 11 Finance organizations that adopt dedicated planning tools are better able to support strategic performance management initiatives. Ventana Research believes that planning and budgeting will be transformed over the next five years by nearly universal use of software tools dedicated to this purpose. Ventana Research Leading companies formulate top-level requirements for evaluating and selecting world-class planning, budgeting and forecasting software. Solutions must be: Integrated. Strategic, operational and financial planning reside in one system. Managers do not need to maintain shadow planning systems. Collaborative. Web-based, distributed planning enables participation anytime, anywhere. The ability to use a secure Web connection allows everyone to access plan information wherever there is Internet connectivity. Adaptive. Simplified version control and the ability to frequently re-forecast give companies the ability to respond to business changes with what if scenarios as often as necessary. Timely. Information is always current because departmental users contribute directly to a central planning database. Consolidations and rollups are done automatically, so deadlines are more easily met. Efficient. Finance managers and department managers spend less time managing data and more time managing the business. Relevant. Customized views for managers increase adoption and ownership. Formula capabilities enable modeling of all relevant business drivers. Accurate. Plans contain fewer errors because broken links, stale data, improper rollups and missing components are eliminated. Led by Finance. Because the finance office is responsible for planning process development, deployment, reporting and analysis, finance professionals have the best understanding of what is required in terms of software flexibility and easeof-use, both in modeling and day-to-day activities.
12 12 Planning software selection process The evaluation of a vendor s product features and support is a complex task. It requires evaluation of software functionality, its value to the planning process and its ability to support planning best practices. There are also intangible factors such as vendor support, user community connections and commitment to customer success once the sale is complete. The key is not just evaluating product features, but also how features are implemented and by whom. It is important to test a planning solution that will be used by a large number of stakeholders and will play a critical role in organizational performance. Therefore it is highly recommended that a workshop approach be used to evaluate not only solution features, but also the way a plan is constructed, distributed and reported on. A business process should be defined (such as capital, headcount or expense) as context for the evaluation of product features and intangible factors such as ease of development, roles, references and customer support. The following matrix supports the evaluation process by relating best practices and features. It also helps prioritize features and assess how well they relate to vendor offerings.
13 13 Feature Category Importance/ Weight (1 least important to 5 most important ) Vendor 1 Vendor 2 Vendor 3 Align Strategy & Operational Plans Module Application Development Application Linking (Planning- specific application modules can be developed one-at-a-time, then linked to model the entire company. Aligns operational planning with financial planning to improve decisionmaking.) Model Business Drivers Driver-based calculations Dimension separate from models Multi-cube development environment Driver-based calculations Ease of development by finance Manage Content Real-time workflow alerts Input validation Role-based security Real-time calculations Web client Excel client Annotations support
14 14 Feature Category Importance/ Weight (1 least important to 5 most important ) Vendor 1 Vendor 2 Vendor 3 Supports Timely & Reliable Planning Real-time plan consolidation Automated data loads between transactional systems Certified connector to ERP Standard reporting Multi dimensions analysis Dashboard and scorecarding Best Practices Templates (pre-built models) Capital expenditure planning Expense planning Integrated income statement, balance sheet, and cash flow Workforce planning Company Profile Quality of references Revenue Number of employees Number of customers Number of industry references Independent industry analyst ratings
15 15 Feature Category Importance/ Weight (1 least important to 5 most important ) Vendor 1 Vendor 2 Vendor 3 Implementation & Support Implementation methodology Training options Support hours User communities Customer forums Online knowledge base Partner network support Vendor consulting Quality of documentation IT Infrastructure Support Database support LDAP support Single sign-on Portal support Open API MDX support HTTPS support Total Score Conclusion The successful implementation of a planning solution requires an intersection of technology, business process and best practices. This selection guide outlines key principles to help align a company s business process and technology requirements during the process of selecting planning, budgeting and forecasting software. By matching a company s planning process to best practices, facilitated by proper implementation of a planning solution, an organization can significantly improve its financial and operational performance. This guide helps companies as they begin the journey of evaluating and selecting appropriate software for their planning, budgeting and forecasting needs.
16 Copyright IBM Corporation 2009 IBM Canada 3755 Riverside Drive Ottawa, ON, Canada K1G 4K9 About IBM Cognos BI and Performance Management IBM Cognos business intelligence (BI) and performance management solutions deliver world-leading enterprise planning, consolidation and BI software, support and services to help companies plan, understand and manage financial and operational performance. IBM Cognos solutions bring together technology, analytical applications, best practices, and a broad network of partners to give customers an open, adaptive and complete performance solution. Over 23,000 customers in more than 135 countries around the world choose IBM Cognos solutions. For further information or to reach a representative: Request a call To request a call or to ask a question, go to An IBM Cognos representative will respond to your enquiry within two business days. Produced in Canada April 2009 All Rights Reserved. IBM, the IBM logo and ibm.com are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol ( or ), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at Copyright and trademark information at References in this publication to IBM products or services do not imply that IBM intends to make them available in all countries in which IBM operates. Any reference in this information to non-ibm Web sites are provided for convenience only and do not in any manner serve as an endorsement of those Web sites. The materials at those Web sites are not part of the materials for this IBM product and use of those Web sites is at your own risk. IMW14148CAEN
White Paper March 2009 Choosing a Healthcare Planning, Budgeting and Forecasting System 2 Contents 3 Business Problems Planning process problems Spreadsheet-based planning 4 Business drivers Align strategic
Business Analytics Evaluation Guide Integrated Financial Planning and Forecasting Performance Blueprint Powered by IBM Cognos Express 2 Integrated Financial Planning and Forecasting Performance Blueprint
Data Sheet IBM Cognos 8 Controller Financial consolidation, reporting and analytics drive performance and compliance Overview Highlights: Provides all financial and management consolidation capabilities
IBM Software Business Analytics Application Brief Cognos Software Integrated Financial Forecasting and Planning Performance Blueprint Powered by TM1 2 Integrated Financial Forecasting and Planning Performance
Data Sheet IBM Cognos TM1 Enterprise Planning, Budgeting and Analytics Overview Highlights Reduces planning cycles by 75% and reporting from days to minutes Owned and managed by Finance and lines of business
Data Sheet IBM Cognos TM1 Enterprise Planning, Analytics and Reporting for Today s Unpredictable Times Overview In today s challenging economy, companies are increasingly focused on three rudimentary performance
White Paper September 2009 Healthcare Performance Management Improve care, reduce costs and make better decisions with performance management 2 Contents 4 What is healthcare performance management? Measuring
Business Analytics Evaluation Guide IBM Cognos Innovation Center Cognos Software Municipal Executive Dashboard Performance Blueprint 2 Municipal Executive Dashboard Performance Blueprint Introduction The
White Paper May 2009 Seven reports every supply chain executive needs Supply Chain Performance Management with IBM 2 Contents 3 Business problems 3 Business drivers 4 The solution IBM Cognos SCPM Seven
White Paper March 2009 Government performance management Set goals, drive accountability and improve outcomes 2 Contents 3 Business problems Why performance management? 4 Business drivers 6 The solution
Business Value Guide SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE INTRODUCTION What if it were possible to tightly link sales, marketing, supply chain, manufacturing and finance, so that
White Paper May 2009 Spreadsheet-based planning in today s economy: Why you re up against the wall Spreadsheet-based planning in today s economy: Why you re up against the wall 2 Contents 3 The error-riddled
White Paper March 2009 Consolidation automation Advancing compliance and performance management 2 Contents 3 Business problems 3 Business drivers Consolidation: At the core of compliance and performance
White Paper January 2009 Next-generation forecasting: Performance management and rolling forecasts 2 Contents 3 Business problems Rolling forecast: Elements and tools Case study: International hotel chain
White Paper April 2009 Better system management: Build expertise in managing your BI environment 2 Contents 3 Business problems Knowing the BI system Resolving and preventing issues Addressing thresholds
Business analytics for manufacturing Three ways to win Contents 2 What is manufacturing performance management? 4 Budgeting and planning 4 Result one: Smarter supply chains 6 Result two: Increased operational
Business Analytics Application Brief Retail Retail Store Operations Planning 2 Retail Store Operations Planning Introduction This application brief describes the content of a Web-based application that
IBM Software IBM Cognos TM1 Enterprise planning, budgeting and analysis Highlights Reduces planning cycles by as much as 75% and reporting from days to minutes Owned and managed by Finance and lines of
BUSINESS VALUE GUIDE VOLUME 2 COGNOS -TO-PERFORM BLUEPRINTS NING & FORECASTING MULTI-YEAR NING & INTEGRATED S Strategic Financial Planning and Forecasting aligns strategic and financial objectives used
IBM Cognos Controller Accurate, auditable close, consolidation and reporting in a solution managed by the office of finance Highlights Provides all close, consolidation and reporting capabilities Automates
IBM Software Business Analytics Enterprise Planning & Analysis Three Capabilities to Fuel Today s Dynamic Planning and Forecasting Three Capabilities to Fuel Today s Dynamic Planning and Forecasting Introduction
IBM Software Business Analytics IBM Cognos Express Managing your error-prone spreadsheets Create more accurate plans, budgets and forecasts with integrated planning tools for midsize businesses 2 Managing
IBM Cognos Express Breakthrough BI and planning for midsize companies Overview IBM Cognos Express is the first and only integrated business intelligence (BI) and planning solution purpose-built to meet
White Paper February 2009 IBM Cognos Supply Chain Analytics 2 Contents 5 Business problems Perform cross-functional analysis of key supply chain processes 5 Business drivers Supplier Relationship Management
IBM Software Group White Paper Analytics for Healthcare Improve care, reduce costs and make better decisions with performance management 2 Healthcare Performance Management Abstract The global healthcare
IBM Software Business Analytics Application Brief Cognos Software Expense Planning and Control Performance Blueprint Powered by TM1 2 Expense Planning and Control Performance Blueprint Powered by TM1 Executive
IBM Cognos Controller Full financial close management in a solution managed by the office of finance Highlights Addresses your extended financial close process close, consolidate, report and file Delivers
White Paper February 2009 How IBM Cognos 8 Business Intelligence meets the needs of financial and business analysts 2 Contents 3 Business problems How do they do it? 4 Business drivers The tools to deliver
A white paper prepared by PROPHIX Software October 2006 Executive Summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However,
IBM Software Group White Paper Cognos Software Transforming spreadsheets: planning, budgeting and forecasting for midsize companies Transform your spreadsheet-only processes with integrated business planning
Evaluation Guide Clinical Trial Resource Planning Performance Blueprint Reining in the costs of clinical trial staffing Clinical trials have been identified as the greatest source of escalating costs in
IBM Software Group White Paper Budgeting and Forecasting Bridging Operational & Financial Forecasting 2 Bridging Operational & Financial Forecasting Introduction The global economic downturn has accelerated
A white paper prepared by Prophix Executive summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However, common budgeting limitations
IBM Software Group White Paper Retail Picturing Performance: IBM Cognos dashboards and scorecards for retail 2 Picturing Performance: IBM Cognos dashboards and scorecards for retail Abstract More and more,
IBM Software Group White Paper Date or Industry Identifier Business analytics for manufacturing Four ways to increase efficiency and performance 2 Business analytics for manufacturing Contents 2 Overview
SAP Solution in Detail SAP Solutions for Enterprise Performance Management, Version for the Microsoft Platform Streamlined Planning and Consolidation for Finance Teams in Any Organization Table of Contents
Evaluation Guide Call Center Operations and SLA Monitoring Performance Blueprint Achieving real-time efficiencies and enhanced customer satisfaction in call center operations Corporate frontlines are experiencing
Next-generation forecasting: How rolling forecasts can rescue your company s performance Contents 2 Business problems 4 Business drivers 5 The Solutions 5 Conclusions Abstract Faster, more accurate forecasting
IBM Software Business Analytics IBM Cognos Business Intelligence A business intelligence agenda for midsize organizations: Six strategies for success A business intelligence agenda for midsize organizations:
White Paper September 2009 Why performance management? A guide for the midsize organization Gain competitive advantage without breaking the bank 2 3 Overview Contents 3 Business problems 4 Business drivers
Brief Workforce Planning Performance Blueprint Powered by TM1 1 Executive summary This application brief describes the objectives and the content of a Web-based planning application for managing headcount
SAP Solution in Detail SAP Solutions for Enterprise Performance Management, Version for SAP NetWeaver Streamlined Planning and Consolidation for Finance Teams Running SAP Software 2 SAP Solution in Detail
SAP Brief Analytics s from SAP SAP s for Enterprise Performance Management Objectives Outperform Financial Objectives and Enable Regulatory Compliance Drive better decisions and streamline the close-to-disclose
IBM Sales and Distribution Solution Brief Banking IBM Business Analytics: Finance and Integrated Risk Management (FIRM) solution Risk transparency across the enterprise 2 IBM Business Analytics: Finance
Integrating IBM Cognos TM1 with Oracle General Ledger Highlights Streamlines the data integration process for fast and precise data loads. Enables planners to drill back into transactional data for the
ORACLE HYPERION PLANNING ENTERPRISE WIDE PLANNING, BUDGETING, AND FORECASTING KEY FEATURES Hybrid data model facilitates planning, analysis and commentary Flexible workflow capabilities Reliability with
IBM Cognos Performance Management Solutions for Oracle Gain more value from your Oracle technology investments Highlights Deliver the power of predictive analytics across the organization Address diverse
Analytics and the smarter consumer Three ways to win Contents 2 What are retail analytics and performance management? 4 Result one: The smarter shopping experience 5 Result two: Merchandising and supply
Infor10 Corporate Performance Management (PM10) Deliver better information on demand. The speed, complexity, and global nature of today s business environment present challenges for even the best-managed
How to Take the Pain Out of Your Budgeting Process Introducing the NetSuite Financial Planning Module Mini Peiris VP Product Marketing, NetSuite Inc. Your Hostess Today: Mini Peiris VP, Product Marketing
IBM Sterling Management System Drive costs out of transportation with cloud-based TMS Overview In this Solution Overview, you will learn: Why you should seek an on cloud TMS solution How you can better
IBM Software Business Analytics Cognos software The IBM Cognos family Analytics in the hands of everyone who needs it The IBM Cognos family Overview Business intelligence (BI) and business analytics have
IBM Software Business Analytics Sales Performance Management Automating incentive compensation for increased productivity and cost reduction Automating incentive compensation for increased productivity
IBM Cognos Business Intelligence Scorecarding Successfully linking strategy to operations Overview Scorecarding offers a proven approach to communicating business strategy throughout the organization and
White Paper January 2009 Top Ten Reports in Clinical Performance Management 2 Contents 3 The solution Clinical Performance Management Clinical Trail Resource Planning Reports Report #1 Clinical Trial Project
IBM Software Group White Paper IBM Business Analytics Business analytics for banking Three ways to win 2 Business analytics for banking Banks need smarter systems to manage the flow of money around our
We Bring IT Together For You. Budgeting in Municipal Governments with Oracle Hyperion Public Sector Planning & Budgeting By: Praveen Kumar Managing Principal AST Corporation Email:Prkumar@astcorporation.com
Oracle Hyperion Planning Oracle Hyperion Planning is an agile planning solution that supports enterprise wide planning, budgeting, and forecasting using desktop, mobile and Microsoft Office interfaces.
Transforming FP&A: Combining Process Redesign & Technology to Deliver Insights Session 602 IASA 86 TH ANNUAL EDUCATIONAL CONFERENCE & BUSINESS SHOW Project Overview The Hanover Insurance Group (THG) is
The Fast Close: Are We There Yet? An Oracle White Paper Updated July 2008 The Fast Close: Are We There Yet? Companies that are able to close their books quickly and deliver more-timely information to external
IBM Software Group White Paper Business Analytics Software Business intelligence for business users: Insight when and where you need it 2 Business intelligence for business users: Insight when and where
Evaluation Guide Sales Quota Allocation Performance Blueprint Introduction Pharmaceutical companies are widely recognized for having outstanding sales forces. Many pharmaceuticals have hundreds of sales
Brief Call Center Operations and SLA Monitoring Blueprint This application brief demonstrates a Web-based solution for monitoring and obtaining time sensitive insights for call center operations and service
Data Sheet IBM Cognos 8 Business Intelligence Reporting Meet all your reporting requirements Overview Reporting requirements have changed dramatically in organizations. Organizations today are much more
The Marriage of Business Intelligence and Corporate Performance Management a Host Analytics and Cervello primer Making faster and smarter business decisions by establishing a prepared mind for your organization
Data Sheet IBM Cognos 8 BI: The platform of choice for Software as a Service (SaaS) Both large-scale enterprises and midsize organizations are turning to software as a service (SaaS) providers to decrease
White Paper September 2009 Picturing Performance: IBM Cognos dashboards and scorecards for healthcare 2 Contents 5 Business problems Why do you use a dashboard or scorecard? 5 Business drivers Operational
White Paper June 2009 Insurance performance management: Four ways to win with IBM Cognos software 2 Contents 5 IBM Cognos solutions for insurers The right platform The fastest methods 8 Performance management
The Budgeting Process: Table of Contents Defining the Issues Involved... 3 The Process... 4 Challenge at Each Stage... 5 Modeling... 5 Adjust/Act... 5 Track... 5 Analyze... 5 Sage Budgeting and Planning:
Independently explore, visualize, model and share insights without IT assistance Highlights Explore, analyze, visualize and share your insights independently, without relying on IT for assistance. Work
: Performance begins with enterprise planning Highlights Establishes a foundation for best-in-class performance by helping you define goals and create a clear-cut strategy for excellence Integrates operational
Brief Capital Project Planning Performance Blueprint Powered by TM1 1 Introduction This application brief describes the purpose and content of the IBM Cognos Capital Project Planning Performance Blueprint
Cognos Analytic Applications Sales THE KEY TO CLOSING MORE AND LARGER DEALS FASTER IS UNDOUBTEDLY BUILDING STRONG CUSTOMER RELATIONSHIPS. WHEN A SALES ORGANIZATION HAS THE RIGHT INFORMATION ABOUT CUSTOMER
Solution Brief BICC Best Practices: Functions and Roles Highlights Business Intelligence Competency Centers are proven to help deliver business intelligence smoothly across the enterprise. BICCs come in
IBM Software Group White Paper Business Analytics Business analytics for insurance Four ways insurers are winning with analytics 2 Business analytics for insurance Abstract Insurance companies need smarter
IBM Capabilities spanning personal, departmental and enterprise-wide planning and analysis, to improve alignment and drive dynamic decision-making throughout the organization Highlights Alignment of financial
IBM Institute for Business Value Enterprise Resource Planning Systems drive cost reduction and efficiency in Finance and Accounting Operations Benchmark data quantifies the value of integrated software
Data Sheet IBM Cognos 8 Business Intelligence Analysis Discover the factors driving business performance Overview Multidimensional analysis is a powerful means of extracting maximum value from your corporate
BUSINESS INTELLIGENCE Microsoft Dynamics NAV BUSINESS INTELLIGENCE Driving better business performance for companies with changing needs White Paper Date: January 2007 www.microsoft.com/dynamics/nav Table
Labor Planning and Budgeting for Retail Workforce Agility To establish an optimal workforce, retailers must eliminate the inefficiencies in managing their staff to more accurately schedule employees. This
Case Study Wyeth Pharma: Sales success with an IBM Cognos solution Overview Challenge Turn large quantities of market and company data into solid, actionable information for Wyeth s sales team Why IBM?
Top 5 Analytics Applications in Financial Services Learn how you can boost your bottom line, manage risk, and take action on your insights with the world s most comprehensive analytics platform. 5 game-changing
Smarter Planet Leadership Series First Tennessee Bank: Analytics drives higher ROI from marketing programs Dan Marks, Chief Marketing Officer, First Tennessee Bank On the path to becoming the Chief Marketing