Recently I went to a great workshop run by Les Barnett on ‘The real measures of corporate performance’ at the Institute of Chartered Accountants event. The theme of the day was business planning and the use of drivers to set up an integrated performance management framework.
Are you wanting to adopt a more strategic and pervasive vision for budgeting and forecasting in their organisation? You should be.
I’m a member of a management committee. We have all the usual roles: chairperson, secretary, treasurer, assets, operations, etc. Every meeting has a published agenda, we sign off the last meetings’ minutes. We have five strategic goals and each month we cycle through them.
A keynote address last month by John Rice, Vice Chairman of GE, really nailed some interesting points for the audience, well, me anyway. I have touched on the internet of things previously and John gave a great example from GE.
I’m multi-tasking this morning, blogging from my wind trainer. For those that don’t enjoy this very dull pleasure, it is a stand that allows you to ride your bicycle on the spot, in the garage, lounge room or deck.
Are you looking to get buy-in for a budgeting and forecasting system project? Here are eight selling points to get your senior managers to sit up and take notice.
After many implementations of new accounting systems, CFOs are often surprised that their lives haven’t changed that much despite the expense and upheaval of the project.
The term big data was first used to describe databases that were so large that relational database management systems couldn’t return results quickly enough. I hate buzzwords, but maybe it won’t last. Maybe big data will soon become very big data, or even bigger data.
Two years ago I had a rush of blood to the head and decided to run a balanced scorecard against my operating division. That was the year my head exploded and I have only now recovered sufficiently to recount my experiences without breaking down.
Cost of ownership as a term is often bandied around. I believe that the cost part is not the real issue for businesses wishing to implement a new business system. It is the ownership that is the key element. Cost of ownership is not just a cost proposition.