A typical finance professional spends the majority of his or her time collecting, validating, and administering data, leaving a tiny window for value-added analysis. CFOs demand forecasts to be accurate, timely, and relevant. Yet, the finance department struggles to satisfy such request.
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The past few years have been full of unexpected changes; we witness the rise and fall of cryptocurrency, GDPR, Brexit, the China-US trade war... combined with the lingering effects of the global financial crisis years ago.
Blog Topics: Financial consolidation, planning and reporting
As planning, budgeting and forecasting become indispensable strategic contributors, finance executives begin to realise the need to transform their rigid yearly financial planning by adopting more advanced (both on-premise and cloud-based) analytical tools. 71 per cent of organisations surveyed by FSN in 2017 has been able to reforecast more than twice a year, up from 56 per cent in the previous year, although the forecasting accuracy is still fairly low.
Hospitality faces unique challenges and has specific requirements, making conventional accounting systems unfit for this industry.
Infor d/EPM is a fully integrated solution suite that is capable of automating your business’ financial management process, thereby eliminating the use of spreadsheets. It layers world-class in-context business intelligence, financial performance management, and risk and compliance monitoring, empowers you to drive your business performance more effectively.
In a global survey conducted by KPMG1 in 2016, over two-thirds of respondents, who are all senior executives, said they have some forms of rolling forecast in place. In order to thrive in this VUCA world, accurate forecasting seems more imperative than ever. Rolling forecasting, as a means to achieve that, is now a universal practice thanks to its proven capabilities.
Planning, Budgeting, and Forecasting (PB&F) is one of the three management processes that constitute Enterprise Performance Management (EPM). We have presented the basic principles of EPM and its other two components in a previous post. In this article, we will dive deeper into the PB&F process and discuss the similarities and differences among financial planning, budgeting, and forecasting.
Vienna House is an Austria-based hotel chain that currently has 34 hotels under its brand. The brand is famous for their classic Viennese charm with a touch of modern comfort. During the past five years, Vienna House has grown and acquired a few more hotels. The steady growth brings in the inevitable IT challenge: the need for a revenue management system to help unify and manage all of the hotels in the group.
In today’s complex and rapidly changing business climate, there is an increased demand for top management to better observe, measure, and manage their business. Planning and budgeting plays an important role in enterprise performance management. However, in many organisations, planning and budgeting is not seen as adding value since:
Since the early days, Management Accounting has played a critical role in helping executives to make impactful decisions. However, many people have easily mistaken Management Accounting for "Financial Accounting". When you clearly understand these two concepts, you will see that they have obvious fundamental differences.
Read more: An accounting software playbook