finance operations

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Published By: BlackLine     Published Date: Jun 15, 2016
Finance is shifting from traditional rigid and manual accounting processes to more automated, more flexible, and more agile cloud based systems. This shift is essential, because it provides the productivity benefits so that finance can focus more on reporting and analyzing financial performance. Download this eBook, “The Modern Approach to Closing the Books” to learn a new approach to the Record-to-Report processes - an approach in which automation, controls and period-end tasks are embedded within daily activities allowing for; more balanced workloads, time freed for analysis, current – not out of date – results, and Finance to better align with business operations.
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BlackLine
Published By: HP Enterprise Services     Published Date: Mar 25, 2014
Learn how HP Recovery Center played a vital role in the business continuity of this Irish finance house, providing the flexibility and expertise needed to transfer trading and business operations within four hours.
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disaster recovery, business continuity, recovery services, resiliency services, recovery-as-a-service, cloud continuity, security, enterprise applications
    
HP Enterprise Services
Published By: SAP     Published Date: Jan 28, 2008
Many CFOs and the finance organizations they lead have started to take on new strategic roles within the enterprise. Their goal is to enforce stricter control processes to ensure legal and regulatory compliance, offer strategic insights into the internal and external business environment, and connect the business strategy with daily operations through performance tracking.
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apqc, spend management, cost control, cost, financial, financials, workforce, workforce management, erp, enterprise resource planning, osbc, sap, strategic finance, sap, finance function, finance organizations, performance tracking, external business environment, internal business environment, regulatory compliance
    
SAP
Published By: SAP     Published Date: Apr 14, 2011
Find out how operations is a key driver to operational excellence. Operations executives are closest to the processes along the value chain, and as a result are best positioned to drive operational excellence initiatives. However, collaboration with other functions is essential. Data from IT, metrics and measurements from Finance and changing customer and market demand from Sales and Marketing are all drivers for operational excellence. But ultimately, it is the operations function that needs to be responsible for implementation.
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sap, economist intelligence unit, operations, production, visibility, operational excellence, performance, leaders, analytical applications
    
SAP
Published By: IBM     Published Date: Apr 23, 2013
When an unpredictable economy brings sudden shifts in revenues, costs, and profits, Software solutions can give Finance the ability to anticipate and adapt. But Finance needs the help of IT. Specifically, Finance needs the help of inspiring IT Managers who can lay out the roadmap that will take Finance from the automation of discrete processes to the broader task of transforming the business to compete successfully in a challenging global economy.
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finance, operations, change management, enterprise, corporate governance
    
IBM
Published By: IBM     Published Date: Oct 07, 2015
Whether you work in marketing, customer service, sales, finance, operations or another area of your business, IBM predictive analytics software puts a wealth of advanced capabilities at your fingertips, anywhere you need them—on premises, on cloud or as a hybrid solution.
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it management, data management, business technology, data center
    
IBM
Published By: HP Enterprise Services     Published Date: Mar 24, 2014
Learn how HP Recovery Center played a vital role in the business continuity of this Irish finance house, providing the flexibility and expertise needed to transfer trading and business operations within four hours. The HP continuity solution protected Goodbody’s corporate reputation while meeting regulatory requirements, and more importantly, resulted in no disruption or loss of business for their external customers.
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disaster recovery, business continuity, recovery services, resiliency services, recovery-as-a-service, cloud continuity, security, data center
    
HP Enterprise Services
Published By: Adaptive Planning     Published Date: Oct 19, 2011
Grounded in extensive research, Reinventing the CFO outlines seven critical roles--from streamlining redundant processes to regulating risk to identifying a few key measures--that CFOs must take on to transform the finance operation successfully. Challenging many of the finance field's accepted practices and systems, this bold book revolutionizes the role of financial managers and frees them to make smart, ethical, strategic decisions that add real value to the firm.
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adaptive, marketry, cfo, harvard review, business, finance, finance operations
    
Adaptive Planning
Published By: Anaplan     Published Date: Mar 29, 2018
Finance has a mandate to become a strategic business partner. Integrated business planning offers organizations the ability to align operations and sales strategy with the company’s continuous financial performance. An increasing number of organizations have shown that even small steps toward integrated business planning have helped them deliver immediate benefits to the business, including light-touch forecasts, rapid “what-if” analyses, and more accurate budgets. Improved collaboration between departments, driving more awareness and shared understanding of potential issues, allows the business to take the prompt and incisive actions needed to keep performance on track. The question to consider is not “When are we going to do this?” but “Why don’t we start now?” because time is ticking away.
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finance, business, planning, integration, strategy, company
    
Anaplan
Published By: KPMG     Published Date: Sep 17, 2018
The leadership of a new, marquee pharma manufacturer approached KPMG with a paradox: It was certainly marquee, but not new. As the highly publicized spin-off of a global health services conglomerate, the company began life with $18 billion in annual revenues, an established product pipeline and instant membership in the S&P 100. Reliant on the back-office functions of its parent, it needed to quickly acquire the back-office sinews of a truly stand-alone company: ERP systems and core processes for finance, operations and human resources. During an intensive three-year engagement, KPMG brought the vision of the company’s leaders to life, working towards a target operating model through the disciplined implementation of new systems, processes, training and staffing. The multidisciplinary approach eventually touched the lives of every one of the company’s 21,000 employees, in 170 countries. And as KPMG’s delivered tangible results, something intangible emerged – a new company culture, inde
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KPMG
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