Automating finance processes—such as closing the books, reporting, and other labor-intensive processes—reduces finance costs. By streamlining financial
processes, you can spend more time on higher-value responsibilities and help ensure your company has a competitive advantage. Find out about the financial
solutions many financial
managers are implementing to automate their financial
processes and financial
transactions. PubDate: 3/16/2009 9:25:00 AM
Abstract: Solid financial reporting applications are as different from run-of-the-mill reporting tools as financial accountancy is from bookkeeping. Organizations routinely use common reporting tools for management accounting. But financial reporting applications can elaborate financial statements for external users, helping organizations to share information as necessary and comply with disclosure requirements. TEC analyst Jorge García discusses the benefits of financial reporting tools.
Abstract: Upgrading to CRM solution increases value of relationships for financial services firm. ScotiaMcLeod (www.scotiabank.com) is the investment arm of Scotiabank, one of Canada's largest financial organizations with over $280 billion in assets. ScotiaMcLeod's financial advisors specialize in helping individuals and small business customers plan financial solutions for trusts, estate planning, borrowing and banking services. ScotiaMcLeod has more than 800 financial advisors working in 84 branches across the country. According to Chris Carter, Associate Director and Branch Manager for ScotiaMcLeod's North Vancouver office, the financial services sector is a people-driven business where customer service is critical to success.
Abstract: Fax servers are essential for the financial services industry. Their reliability and security help transmit financial information quickly and safely. Financial institutions, however, also have workflow and document needs due to lots of back-office paperwork. Luckily, there are fax servers on the market that help financial institutions optimize workflow and business processes—organizing and reducing paperwork backlog.
Abstract: Initiatives to automate and streamline financial processes often focus more on reducing costs than adding value. Adding the kind of value you should have in your financial processes stands at the heart of a broader initiative known as governance, risk, and compliance (GRC). Learn why embedding the components of GRC within your financial processes can help you track financial flows and alert you when things might go awry.
Abstract: “Financial close” is a company’s ability to complete accounting cycles and produce financial statements for internal management and external legal reporting—and is still a key part of today’s global finance function. Do you know how to overcome the barriers to a fast, high-quality close? Discover solutions that can help you improve your close times and address the challenges of automating and testing internal controls.
Abstract: Although CPM (aka EPM) starts with strong financial management, it will eventually extend beyond financial planning to almost all areas of corporate activity. Therefore, organizations choosing BI suites should consider both their financial management tools and future integration with key business-area solutions (for example, PLM, CRM, and SCM).
Abstract: To provide useful financial insight on projects, financial managers need to think about business strategy more like a series of options than a single projected cash flow. While the concepts of options are certainly familiar to most executives, the trick to valuing strategic choices lies in the complex and often overwhelming task of understanding the interaction between strategic options. This article provides a breakthrough planning approach for (1) rapidly realizing the business capabilities dictated by strategy (2) aligning process, technology and organization design and (3) through the financial lens of 'real options' shows how to quan
Abstract: How do you go about defining the requirements of large package systems, particularly those with the all-encompassing scope of ERP, EAM, and CRM software, and still satisfy the needs to the project team, the user community, and executive management? It’s a balancing act rivaling the circus performer trying to keep all of the plates spinning at once. While it is difficult to say one aspect of a project plan is more important than another, accurately and completely defining the needs to be fulfilled by the software is critical to the overall success of the implementation and the longevity of software. This article outlines a logical process for defining the requirements and keeping the plates spinning.
Abstract: In addition to traditional duties like financial planning, reporting, and governance, chief financial officers (CFOs) and financial managers are being tasked with more strategic responsibilities. Learn how the right data, performance management applications, and resources can help finance managers improve operational efficiency, ensure regulatory compliance, and control performance for maximized profitability.
Abstract: Financial performance management—often categorized as one aspect of enterprise performance management—can help chief financial officers (CFOs) maximize their companies’ profitability, protect against non-compliance, and optimize efficiency by ensuring delivery of information when it is needed, in context. Learn more about a solution that can help you adapt to rapid business change and predict future financial performance.
Abstract: As competition in the financial sector increases, many financial services providers are seeking ways to improve customer service and profitability through process efficiency. By developing rich integration between customer data and allowing that data to be managed by the business users, customer process management (CPM) enables financial services organizations to adapt to changing market demands and maximize their competitive edge.
Abstract: When it comes to US Sarbanes-Oxley Act (SOX) compliance, the role of financial information systems simply cannot be overlooked. This was recently underscored by a study naming 'financial systems and procedures' as the most common problem among companies disclosing material weaknesses. Indeed, this weakness has prompted organizations to take a deeper look at their business processes—and underlying financial systems.
Abstract: This article continues the examination of tools that a vendor may supply that can make the implementation of an ERP package easier for your project team, end users, and IT department. Read on to see what tools you may want to have in your toolbox before proceeding with the implementation.
Abstract: You have selected an ERP package. Now you have to worry about implementing the software. This article looks at four categories of tools that a vendor may supply that can make the implementation easier for your project team, end users, and IT department. Read on to see what tools you may want to have in your toolbox before proceeding with the implementation.
Abstract: When selecting an ERP package, you must be sure that the software has the functions and features that support your organization. But once that assurance is obtained, you have to worry about implementing the software. There are four categories of tools that 3i Infotech supplies with its base ERP solution, ORION™ Enterprise, which can make implementation easier for all the stakeholders involved.
Abstract: In our new “wired” world, software is no less important than other products and services in our everyday lives. But people are generally more used to buying other products and services than software. In many ways, however, selecting software is similar to selecting other products and services. Find out the key factors and criteria you should include—and what you should leave out—when you’re in the market for a new software solution.
Abstract: Predictions of the death of software are overstated. In reality, businesses are becoming more reliant on technology, not less. What’s changing, however, is the number of options available for managing, delivering, and paying for software applications. Many independent software vendors recognize the benefits of offering software as a service--a delivery alternative that can present long-term benefits for all parties.
Abstract: After dealing with the over-hype of Y2K, companies have started to reconsider the best of breed as a viable solution to satisfy their software needs. This comes as a shock to the corporate systems culture when user communities were told that fully integrated software such as ERP, SCM, and EAM were the only way to meet their software needs. After developing a level playing field, this article examines the pro’s and con’s of one alternative over the other. Read on to see if you agree with the merits of the best of breed or fully integrated software approach to software selection.