Recent TRG blog posts

Organisations that seek globalisation inherently face the challenge of managing their business operations in various locations. Hence, visibility into overall financial data and performance is of utmost importance. According to a study by Aberdeen Group in 2011, improving visibility is the most popular strategy companies use to aid their global expansion quest.

According to Ventana Research, the majority of companies (83%) view the ability to close their books quickly as important or very important. However, businesses nowadays take longer to close than they did five years ago. Pressures from both within and outside of organisations are preventing them from achieving an efficient financial close.

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Since launching their first store in 2004, William Penn – The World Pen Store has become India’s premier purveyor of fine writing instruments and executive lifestyle accessories. Through their elegant products and professional advisors, William Penn has expanded to fifteen locations across six cities. Their commitment to elite style continues to pique the interests of clientele.

Since launching their first store in 2004, William Penn – The World Pen Store has become India’s premier purveyor of fine writing instruments and executive lifestyle accessories. Through their elegant products and professional advisors, William Penn has expanded to fifteen locations across six cities. Their commitment to elite style continues to pique the interests of clientele.

According to a study by Hackett Benchmark, companies spend on average 25,000 man days on planning and performance measurement per US$ 1 billion turnover. Another study by KPMG suggests that the budgeting process takes up 20-30% of managers’ and controllers’ time. Moreover, consultants at Horvath & Partner in Germany note that controllers spend at least 50% of their capacities on planning and budgeting. 

According to a study by Hackett Benchmark, companies spend on average 25,000 man days on planning and performance measurement per US$ 1 billion turnover. Another study by KPMG suggests that the budgeting process takes up 20-30% of managers’ and controllers’ time. Moreover, consultants at Horvath & Partner in Germany note that controllers spend at least 50% of their capacities on planning and budgeting. 

During the IFRS adoption, a company will make some simple and straightforward changes, such as adding a few extra accounts in its corporate financial systems so it can collect existing data in a different way. Other changes will be more challenging, requiring the company to change several business processes or, in some cases, redesign all or part of its financial system.

During the IFRS adoption, a company will make some simple and straightforward changes, such as adding a few extra accounts in its corporate financial systems so it can collect existing data in a different way. Other changes will be more challenging, requiring the company to change several business processes or, in some cases, redesign all or part of its financial system.

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