About the Analyst
Robert Kugel
Rob heads up the CFO and business research focusing on the intersection of information technology with the finance organization and business. The financial performance management (FPM) research agenda includes the application of IT to financial process optimization and collaborative systems; control systems and analytics; and advanced budgeting and planning. Prior to joining Ventana Research he was an equity research analyst at several firms including First Albany Corporation, Morgan Stanley, and Drexel Burnham, and a consultant with McKinsey and Company. Rob was an Institutional Investor All-American Team member and on the Wall Street Journal All-Star list. Rob has experience in aerospace and defense, banking, manufacturing and retail and consumer services. Rob earned his BA in Economics/Finance at Hampshire College, an MBA in Finance/Accounting at Columbia University, and is a CFA charter holder.
In today’s economy, all companies are contending with a dynamic business environment characterized by volatile commodity prices and exchange rates, a shaky global financial system and slow growth in many countries. Many of them rely heavily on desktop spreadsheets to support the data collection and analysis related to their capital-asset planning. However, spreadsheets have inherent limitations that make them the wrong choice.
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Topics:
Big Data,
Planning,
SAP,
Office of Finance,
Planview,
Budgeting,
contingency,
Operational Performance,
Business Performance,
Financial Performance,
IBM,
Oracle,
agile,
capital spending
I hadn’t thought about the exact definition of “driver-based planning” until the question came up in the context of our planning benchmark research showing that only 6% of companies with more than 100 employees do driver-based planning. Broadly defined, the term could be applied to the use of any spreadsheet-planning model because these almost always have built-in volume-times-price formulas, which are components of driver-based plans. However, this is not what most people have in mind when...
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Topics:
Big Data,
Performance Management,
Planning,
Sales Performance,
Modeling,
Office of Finance,
Budgeting,
driver-based,
Operational Performance,
Analytics,
Business Analytics,
Business Collaboration,
Business Performance,
Financial Performance,
Workforce Performance,
best pracices,
business value,
cash management,
challenge,
financial planning
My colleague Mark Smith and I have frequently commented on the artificiality of the emerging software category governance, risk and compliance (GRC). To be sure, once stand-alone categories of software (IT governance, audit documentation and industry-specific compliance management, to name three examples) have started what I expect to be a long convergence process. Moreover, since just about all controls and risk management efforts require a secure IT environment to be effective, there is a...
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Topics:
Customer Experience,
Governance,
GRC,
Office of Finance,
enterprise risk management,
ERM,
Operational Performance,
Business Performance,
Financial Performance,
compliance,
Risk,
controls,
IT governance
The assessment of a major focus of Oracle Open World by my colleague David Menninger sums up what I also see as the key strategic element of the event: the new appliance including that called Exalytics. My focus as an industry analyst is on the needs of the line-of-business user, not IT. And that’s the source of my ongoing frustration with this event: It’s not an application user’s conference, especially compared to the PeopleSoft and Hyperion annual gatherings of the past before Oracle...
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Topics:
Big Data,
Hyperion,
Open World,
Analytics,
Business Performance,
Financial Performance,
Oracle,
financials,
Fusion Applications
I read a blog post by Ben Lamorte, VP of marketing and sales at Alight Planning who delivers business and financial planning applications, who askswhy financial reporting tools deliver no business value. This led me to think that there are more than a few ways to waste money buying software, but I want to focus on one of the most common ones: assuming that having a new application will automatically improve your business (or believing a vendor who tells you that it will).
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Topics:
Planning,
Sales,
Reporting,
Budgeting,
Operational Performance,
Business Collaboration,
Business Performance,
Financial Performance,
Workforce Performance
Cloud computing has changed the fundamental economics of business software, bringing new capabilities within reach of large numbers of small and midsize companies for the first time. Cloud-based ERP, for example, enables many midsize companies that in the past might have continued to use an entry-level accounting package to have more capable and sophisticated systems. The investment in software and IT capabilities to implement an ERP system on-premises is considerable enough that midsize...
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Topics:
Big Data,
Sales Performance,
ConnectWise,
Consulting,
NetSuite OpenAi,
PlanMill,
ProjectHelp,
Projector,
PSA,
Unanet Technologies,
Operational Performance,
Business Collaboration,
Business Mobility,
Business Performance,
Cloud Computing,
Financial Performance,
Workforce Performance,
FinancialForce,
Professional Services,
Professional Services Automation,
Project Management
I was reminded by a recent piece in InformationWeek about the need to manage the mounting cost of software more carefully that this issue never seems to become old news. I have read variations of it in IT trade publications for two decades now, reminding me of the quip attributed to Mark Twain: Everyone talks about the weather, but nobody ever seems to do anything about it. (Like many of Twain’s “quotes,” he wasn’t the author of this one either.) I believe that at the heart of this issue is a...
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Topics:
assets,
Office of Finance,
Portfolio Management,
contract management,
Business Performance,
Financial Performance,
Software
Alight has announced that it is partnering with Scope Systems to provide the mining industry with planning and financial reporting systems tailored for extraction companies. Scope creates ERP solutions for companies engaged in mining, drilling and natural resource exploration.
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Topics:
Planning,
Sales Performance,
Office of Finance,
driver-based,
Operational Performance,
Business Analytics,
Business Performance,
Financial Performance,
Integrated Business Planning,
Spreadsheets
As the third calendar quarter draws to an end, most companies will be preparing their financial close, which is part of the ongoing accounting cycle. Periodic closing is a core finance function. Since companies found they could substantially shorten their closing intervals with computer-based accounting systems in the 1990s, there has be an ongoing focus to keep shortening the time it takes to close, and for good reason. For companies that must file financial statements with investors, closing...
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Topics:
Office of Finance,
Reporting,
closing,
Consolidation,
Fast close,
Business Performance,
Financial Performance,
benchmark,
Financial Performance Management,
financial reporting,
SEC
The globalization of business is having a profound impact on corporate taxation worldwide, which shouldn’t surprise anyone who covers international tax laws. The impacts on corporations operating in multiple national jurisdictions (which today, especially in Europe, includes a large number of midsize companies) are both positive and negative. Positive in the sense that corporate tax rates, tax benefits, reporting and other aspects of tax regulation are subject to competitive moves by countries...
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Topics:
Office of Finance,
Tax,
Business Analytics,
Business Performance,
Financial Performance,
CFO