There is a game that used to be popular in arcades called “Whack-a-mole”. The game was pretty simple in concept, you have an enormous (soft) hammer, and there are 7 or 8 moles (small rodents) that popped up one at a time and you had to hit them. As you hit one, another popped up. So you never actually solved your fake rodent problem - as soon as you solved the one, another popped up.
Quite naturally, many organizations over-rate the quality of their enterprise and corporate performance management (EPM / CPM) practices and systems. In reality
When should an organization decide to implement one or more components of an enterprise performance management (EPM) system? To answer this we can learn a lesson from Malcolm Gladwell, a social scientist and author of the best-selling book The Tipping Point…
Finance teams are just as likely to be involved in such areas as IT development, cyber-security and strategic business planning as they are in more traditional areas, such as accounting and financial reporting.
New research on Critical Capabilities for Corporate Performance Management Suites evaluates 12 vendors across 9 critical capabilities in CPM.
According to a recent article in the July 2014 issue of CFO magazine, CEB Managing Director Eisha Armstrong noted, “Finance transformation shouldn’t be a project; it should be the way of doing finance.”
Watching the World Cup made me think of the upcoming American Football season, and I began pondering how this sport is similar to the way the CFO, CIO, and other executives work with their managers and employees who must improve an organization’s performance using analytics, Big Data, and integrated enterprise and corporate performance management (EPM/CPM)…
Over the last few years, there has been resurgence in the interest in BPM as the preferred platform for automating and managing the critical business processes within the organization. However, the programs that do choose to implement a BPMS enabled solution are usually attacking the high-visibility and critical aspects of the business such as Call Centre Management or Claims Management. In my opinion, this is more prone to a big-bang disaster than other approaches to BPM adoption. I believe the simpler (and less risky) approach is to select a much smaller, but human effort intensive, business scenario and prove the capabilities and benefits before launching a full-blown enterprise wide program.
With the rise of analytics, in many organizations Finance is expanding its role, providing increasing value in other functional areas and looking for ways to deliver greater value as a business function. Nowadays Finance has become the enabler of analytics and decision support. The reasons are simple: as the economy evolves, Finance data is rapidly being deployed outside its traditional scope. Finance also has an ability to apply analytics above and beyond traditional delivery channels.
BPM systems are highly demanding in terms of scalability, traceability, serviceability and security. This results in a plethora of technical questions and requirements which simply ask too much of a typical business division. Why should a business user concern himself in detail with these sorts of questions, given that solving the problems they raise frequently extends far beyond his area of influence?