advertisement

12.ICV sastanak controllera Srbija Ognjen Glavas ORACLE

44 %
56 %
advertisement
Information about 12.ICV sastanak controllera Srbija Ognjen Glavas ORACLE
Finance

Published on February 14, 2014

Author: Bojan_Scepanovic

Source: slideshare.net

Description

Od Ognjena smo naučili kako Oracle Hyperion pomaže velikim kompanijama, sa kojim problemima se najčešće susreću, koje su mogućnosti ovog softverskog rešenja i koji su najčešći zahtevi korisnika.
advertisement

21st Century Finance: Maximize Potential – Deliver Results Oracle Enterprise Performance Management Hyperion Planning Ognjen Glavaš EPM Sales Consultant Central And Eastern Europe (CEE) 1 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

RISK MANAGE INTEGRATED BUSINESS PLANNIN BETTER REPORTING PRODUCTIVITY 2 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. ATTRACT AND RETAIN TALENT

FINANCIAL REPORTIN RISK MANAGE DRIVING GROWTH INTEGRATED BUSINESS PLANNIN REDUCING COSTS MANAGING RISK BETTER REPORTINGPAYABLE ACCOUNTS PRODUCTIVITY ACCOUNTS RECEIVABLE 3 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. ATTRACT AND RETAIN TALENT INVESTOR RELATIONS

4 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

of CFOs have the IT function reporting to them Source: 2012 FEI Gartner Survey 5 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

Implement Strategy The of Strategy and Technology Leverage Technology 6 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

DANGER OUTDATED TECHNOLOGY of CFOs say their IT systems are out-of-date and inflexible in 2012 Source: A New Role for New Times. CFO Publishing and KPMG International. March 2011. 7 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

can only forecast in use spreadsheets 3 months ahead financial processes Source: Performance Management: An Incomplete Picture. CFO Research Services Study carried out by Dynamic Markets for Oracle Corporation, April 2011 8 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

Implement Strategy Engineered of Strategy for The of the Global Fortune Finance and Technology 500 get better results with Oracle Leverage Technology Source: Oracle Customer List Compared to Fortune 500 9 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Implement Strategy Leverage Technology

4G 100% 7:00 AM Monday August 20 2012 7 AM 8 AM Budget Meeting 9 AM 10 AM 11 AM 12 PM Product Profitability Review Prep with Controller for Audit Committee 1 PM Emerging Risks 2 PM 3 PM IT Priorities 4 PM 5 PM Cloud Strategy 6 PM Today 10 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. List Day Month

4G 100% 7:00 AM Monday August 20 2012 7 AM 8 AM Budget Meeting 9 AM 10 AM 11 AM 12 PM Product Profitability Review Prep with Controller for Audit Committee 1 PM Emerging Risks 2 PM 3 PM IT Priorities 4 PM 5 PM Cloud Strategy 6 PM Today 11 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. List Day Month

12 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

? ? 13 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. ? Insert Information Protection Policy Classification from Slide 13 ? ? ?

14 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

Disconnected Processes Lead to Inefficiency and Missed Targets Long-Term Planning  Time – cycles take too long, missed opportunities and obsolete plans Treasury Plans M&A  Quality – data integrity, lack of standardization and communication Senior Management  Flexibility – lack of responsiveness to Annual Plan & Forecast changes  Cost – many wasted resources, Headcount Plans FP&A questionable benefits  Process Management – task ownership problem 15 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Departmental Plans Revenue & Cost Models

Market Pressures Demand Effective Performance Management OPERATIONAL ECONOMIC VALUE ADDED (EVA) ANALYZE Processes Are Fragmented PLANNING GOAL SCORECARDS SETTING FINANCIAL MODELING PERFORMANCE MONITOR FINANCIAL VARIANCE REPORTING ANALYSIS Today’s Reality: Management ROLLING RESULTS FORECAST • Lack of business alignment • Low predictability in performance • Inconsistency in business decisions 16 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

Challenges in Forecasting How far in advance is your company currently able to produce reliable (i.e. relevant and accurate) financial forecasts? 1 month in advance 12% 3 months in advance 28% 6 months in advance 29% 12 months in advance 20% More than 12 months in advance 5% Not sure 7% 0% Percentage of all respondents 17 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. 40%: 3 months or less 20% 40%

If you ask someone “What IS EPM?” - you might hear… It provides these features! • Integrated = Operational + Finance • Centralized • Uses existing data sources • Built in Workflow, Process Management and Collaboration between planners • Task list wizard • Budget status and Approval process supported • Top down and Bottom up aligned • Alternative hierarchies • Drilling up and down • Driver based planning and cost allocation • Advanced data security 18 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

You get these kinds of benefits • Reduce budget preparation and close time by 50-75% • Evaluate 1,000’s scenarios quickly • Advanced data validations and alerts • What If and multidimensional analysis • Rolling forecast • Ad Hoc and integrated reporting • Eliminate 1,000s spreadsheets • MS Office integration 19 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

It addresses these kinds of business pains • Lack single, consistent, reliable view of information • Continued reliance on managementby-spreadsheet • Long budgeting and planning cycles – static plans 20 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

All these industries use it • Banks • Consumer Goods • Insurance • Communications • Oil & Gas • Retail • Utility • Etc... 21 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

But what IS it? 22 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

Enterprise Performance Management (EPM) …is a collection of management disciplines and analytic processes that enable the organisation to articulate, monitor and achieve one or more pre-selected goals. Oracle definition 23 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

Complete, World-Class EPM – Oracle EPM Common Reporting & Interaction Strategy Management Planning & Forecasting Financial Close Profitability Management Dimension Management and Common Data Sources 24 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

Achieve a World Class Planning and Forecasting Process Run models based on key strategies Set targets Long-term strategic plan Annual budget / plan Seed targets to annual operating plan Start annual process Evaluate resource, capital and project requirements Evaluate projects, workforce and capital Update forecast with latest budget and actuals Validate budget / plan Validate budget/ plan through Process Management Assess and Manage Risk 25 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Monthly / rolling forecast Update long-term strategic plan Update strategic plan with latest forecast

Single Centralized Planning & Forecasting Platform Common Reporting & Interaction Predictive Modeling & Simulation Income Statement Balance Sheet Cash Flows Workforce Forward-looking Analytic Engine Validations & Approvals 26 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Capital Assets Projects

Planning Process Predictive Modeling & Simulation Long-Term Financial Planning Workforce Planning Capital Assets Planning Functional Plans Cost Analysis Planning, Budgeting & Forecasting Financial Detail 27 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Operational Detail

Financial Planning Operational Modeling Integrated Impact Analysis Financial Performance Modeling INTEGRATED BUSINESS PLANNING Functional /Operational Planning Financials Oracle and/or its affiliates. All rights reserved. Resources Human Copyright © 2012, 28 CRM SCM Manufacturing

- × $ Budget Process Dashboard Versions All (6) Notifications 6 Pending Budget Requests Approved (3) Working (3) Budget Approval: Submissions (3) East Central Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Budget 5 West 29 Budget 3 Budget 2

Process Budget Manager - × Profitability $ Dashboard $ Dashboard AA 4.95% -5.91% 2.27% -4.45% 1.99% -0.70% 1.61% -0.66% 1.58% -0.32% Top Customers P&L: Largest +/- Versions - × % 2.27% AA2 BB2 BA AX2 AC3 Submit AC to 1.99% 11013 $ 50,000 Q2 1.61 Qtr Account Actuals 1.58 11013 $ 90,000 Q2 Q1 11013 $ 50,000 P&L: Largest +/Bottom 5 Products BB2 -5.91 11013 $ 50,000 Q3 Jul ADV Your FY 11013Budget10has 2012 BA -4.45 Feb Q1cfo@company.com 50,000 $8 GGG AX2 -0.70 Product Profitability been submitted for- approval 7 INTC AC3 -0.66 Mar Q1 11013 70,000 -10 $ MSFT AC -0.32 May B3 Month BX2 Jun Jan Notifications % % % % % % ADV GGG INTC MSFT 10 28 You have -7 new requests -10 OK All (6) 6 Pending Budget Requests % OK Apr Q2 Save May Q2 Comments Approved (3) Working (3) Jun Budget Approval: Submissions (3) Jul Bottom 5 Products Top Customers 4.95 New Budget Submission Form A2 Dashboard Top 5 Products Bottom 5 Products AA BB2 A2 BA AA2 AX2 B3 AC3 BX2 AC Top 5 Products $ - Budget Process × Profitability P&L: Largest +/- -5.91% ADV -4.45% GGG % -0.70 INTC % -0.66 Line Managers MSFT -0.32% East 10 8 11013 $ 90,000 Q3 11013 $ 50,000 Budget 5 West Q2 Budget 3 Central 11013 $ 50,000 Submit Q2 to CFO 11013 $ 50,000 Budget 2 -7 -10 $ - × Budget Manager Process Profitability Top 5 Products Budget Submission Form Top Customers New AA Apr AA2 May Jan B3 Jun Feb Month A2 BX2 4.95% Q22.27% Account 11205 $ 80,000 $Budget 280,000 Qtr Actuals Q2 % 11205 11205 $ Budget has320,000 $ Q11.99% Your FY 2012 90,000 $ 90,000 $ 300,000 cfo@company.com $ 300,000 Q21.61 11205 $ 90,000 Q1 % been submitted for approval 11205 $ 70,000 $ 310,000 1.58 Mar Q1 Bottom 5 Products Apr Q2 BB2 -5.91% Save Q2-4.45% May BA AX2 Jun Q2-0.70% AC3 AC 30 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. -0.66% -0.32% Product Profitability 11205 $ 70,000 OK P&L: Largest +/11205 $ 80,000 ADV 11205 $ CFO Submit Q2 to 90,000 GGG 11205 $ 90,0007 INTC MSFT -10 10 8 $ 90,000 $ 280,000 $ 300,000 $ 300,000

San Francisco Copyright © 2012, Oracle and/or its affiliates. All rights reserved. London Dubai 31 New York Tokyo Rio De Janeiro

R E S CLOSED IN U L T S 32 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

Q1 33 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Q2 Q3 Q4

34 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

Sweet night sleep :) 35 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

EPM in the Cloud 36 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.

Add a comment

Related presentations

Les changements sur le marché du distressed aux Etats-Unis et en Europe

Main Sections of the Report 1) Nifty Technical View 2) 4 Large Cap Trade Ide...

This presentation consits the yearly results of Kinepolis Group

Related pages

Stanija, Frankeštajn, controlleri i budžetiranje na jednom ...

(12.ICV sastanak kluba controllera) ... Centra Beograd i predsednik ICV SRBIJA, Ognjen ... Oracle Hyperiona na primeru Telekoma Srbija ++
Read more

Stanija, Frankeštajn, controlleri i budžetiranje na jednom ...

(12.ICV sastanak kluba controllera) Napisao: Darko Vlajkovic ... Beograd i predsednik ICV SRBIJA, Ognjen Glavaš, EPM Senior Sales Consultant CEE, ORACLE,
Read more

srbija - Documents

srbija × Close Share srbija ...
Read more