Industry challenges from demand, to supply chain latency, to fulfillment have created significant impediments for retailers, vendors, suppliers and customers across the globe, without a clear end in sight. Organizations that use digital technology to access information that informs actions — or reactions — to situations that arise unexpectedly demonstrate better digital readiness. The use of cloud-based systems that provide unified access to data and analytics offer the agility to better navigate today’s unpredictable environment. But for organizations that have not yet migrated workloads from solely on-premises and are seeking to take advantage of the benefits of cloud computing, the prospect of moving all that data can be daunting and should be addressed.
Over the past decade, close-management software has evolved to enable even midsize organizations to streamline department processes, operate in a virtual mode, accelerate the accounting close and reduce staff stress. It’s one step toward continuous accounting, which is defined by Office of Finance Research Director Robert Kugel as an approach to managing transactions recording and accounting that takes advantage of current technology to streamline and restructure the accounting function. In many organizations, accounting remains stuck in the past, failing to use available technology to reduce workloads and accelerate accounting processes. The objective of continuous accounting is to enable the chief financial officer, controller and chief accounting officer to be more effective by automating routine tasks, reducing errors, streamlining workflows and facilitating collaboration. Organizational efficiency and, potentially, accounting staff satisfaction is gained from the reduction of manual, repetitive processes that otherwise require review, sign-off and manual preparation of documented evidence.
Data platforms are designed to manage and analyze big data, enabling organizations to leverage their data to operate with greater efficiency across on-premises, hybrid and multi-cloud environments. Our Analytics and Data Benchmark Research finds that while 58% are using big data in their analytics processes, less than one quarter (23%) are satisfied with their technology’s support for big data. Looking at the statistics, it is safe to say that organizations have been slow to adopt modern technology that was built to help manage and organize big data so that it can be used for analysis. With advancements in technology, organizations are now able to provide a platform that makes it easier for line of business workers to access and analyze big data.
Power ON is software designed for organizations to streamline their business planning, budgeting, forecasting, reviewing and reporting, in order to make these processes more effective and accurate. Organizations do a lot of planning: In addition to the budget, they plan headcount, sales, production and their supply chain, as well as other business functions, and traditionally execute this using spreadsheets as they are a familiar tool. However, spreadsheets make it difficult for individuals to plan, especially those in operational roles, and combining a set of spreadsheet-based plans and budgets into an enterprise-wide whole is time consuming and error prone. Power ON addresses the shortcomings of spreadsheet budgeting and planning by enabling executives and managers to work interactively with their models while examining and analyzing historical financial and operational data to better inform their planning decisions. It is designed to streamline planning and budgeting to enable more agile and connected planning. When departments share a common platform, it provides holistic data and analytics so that finance executives can have a comprehensive picture of where the company stands in real time.
A digital finance and accounting organization is one that uses software to enhance efficiency by eliminating manual operations and automating workflows, improving financial data quality. This is especially relevant to small to midsize organizations that need to minimize administrative overhead yet still have financial controls and operational visibility to achieve and sustain profitable growth. A continuous accounting approach can streamline tasks and processes, reducing time spent on repetitive tasks, ensuring data quality and providing a focus on financial outcomes and business performance.
Total Compensation Management (TCM) is a strategic HCM area focused on the processes, data, analytics and technology capabilities needed to achieve an integrated and holistic approach to rewarding employees for their value and contributions. One aspect of TCM is pay equity which, simply defined, means pay comparability and fairness and a lack of bias. It is an organization’s ability to determine what jobs require comparable skill, effort and responsibility while relating that to market pay rates and trends. While most mid- and senior-level managers are keenly aware of the legislative considerations around equal pay, many continue to have a narrow, if not incorrect, view of pay equity and why it also warrants serious attention. Pay equity does not just relate to compensating appropriately and without race or gender bias for similarly valued jobs and job duties. It also encompasses the notion of comparable opportunities being afforded to earn better compensation and derive job satisfaction. This involves the perception of fairness in the broader context of the employee experience, one of the four pillars of a superior employee experience.