Enterprise Performance Management for Modern Finance Workshop AITI Obiettivo Cash Flow

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2 Enterprise Performance Management for Modern Finance Workshop AITI Obiettivo Cash Flow Edilio E. Rossi EPM Sales Development Director, Italy & Iberia Oracle EMEA Applications Sales Development Rome, April 20th 2016 Copyright 2015, Oracle and/or its affiliates. All rights reserved. 2

3 Safe Harbor Statement Safe Harbor Statement The following is intended to outline our general product direction. It is intended for information The following purposes is intended only, to and outline may our not general be incorporated product direction. into any contract. It is intended It is not for a commitment information purposes to deliver only, any material, and may not code, be or incorporated functionality, into and any should contract. not be It is relied not a upon in commitment making purchasing to deliver decisions. any material, The development, code, or functionality, release, and and timing should of not any be features relied upon or functionality in making purchasing described decisions. for Oracle s The products development, remains release, at the and sole timing discretion of any of Oracle. features or functionality described for Oracle s products remains at the sole discretion of Oracle. Copyright 2015, Oracle and/or its affiliates. All rights reserved. Copyright 2015 Oracle and/or its affiliates. All rights reserved. 3

4 Modern Finance is evolving from governance to guidance Copyright 2014, Oracle and/or its affiliates. All rights reserved. Copyright 2015 Oracle and/or its affiliates. All rights reserved. 4

5 Digital Technologies Drive Tremendous Value Enterprises who have embraced digitization across the enterprise have revenues, profit margins and stock prices 20-30% higher than laggards. - McKinsey Copyright 2015 Oracle and/or its affiliates. All rights reserved. 5

6 Four key processes Copyright 2014 Oracle and/or its affiliates. All rights reserved.

7 From Governance to Guidance Enterprise Performance Management Journey 1 Forecasting & Monitoring 2 Planning & Budgeting 4 Management Review Closing & Reporting 3 Copyright 2015, Oracle and/or its affiliates. All rights reserved. Copyright 2015 Oracle and/or its affiliates. All rights reserved. 7

8 From Governance to Guidance Enterprise Performance Management Journey 1 Forecasting & Monitoring 2 Planning & Budgeting 4 Management Review Closing & Reporting 3 Copyright 2015, Oracle and/or its affiliates. All rights reserved. Copyright 2015 Oracle and/or its affiliates. All rights reserved. 8

9 Planning & Budgeting Challenges Alignment between strategy & execution, financials & operations, planning & control/feedback Emergence of new planning models: forward-looking, zero-based, risk-weighted predictability Addressing profitability and liquidity issues & business / market dynamics and uncertainity. Managing a collaborative, iterative, X-functional, timely, multidimensional, simulative bi-directional process Seamless integration of data sources & target systems Copyright 2014, Oracle and/or its affiliates. All rights reserved. Copyright 2015 Oracle and/or its affiliates. All rights reserved. 9

10 Planning & Budgeting process flow Input from 3Y/5Y Plan Corporate / Business /Industrial Plan (balances & KPIs) strategy alignment Input from GL closing (actuals) Input form other sources Plans & Actuals Budgeting Modeling, dimensions,... Drivers, business rules Scenarios & versions Submission & approval cycles Cost & profitability X-functional planning Planning and Budgeting Cloud Service Objectives & target setting Input to Financial Mgt. Systems (ERP s GL) Input to operations systems (Supply Chain Management) Input to CRM/CX systems (S&M) Fin. Mgt. & Operations ERP Cloud, SCM Cloud,... Copyright 2014, Oracle and/or its affiliates. All rights reserved. Copyright 2015 Oracle and/or its affiliates. All rights reserved. 10

11 Forecasting & Monitoring Challenges Which data sources & what data analysis are relevant / available Seamless integration with demand planning, CRM/CX, financial mgt. systems Predictive models & tools. Risk-adjusted assumptions. Timely Consensus process Simulation & what-if analysis to address real-time business challenges / dynamics Copyright 2014, Oracle and/or its affiliates. All rights reserved. Copyright 2015 Oracle and/or its affiliates. All rights reserved. 11

12 Forecasting & Monitoring process flow ERP Cloud, SCM Cloud,... Demand Planning (volume) Actuals from GL Demand & Actuals Forecasting Projections from actuals Trends & Patterns Predictive algorithms Simulations, what-if analysis Consensus process Planning and Budgeting Cloud Service Update transactional systems Reschedule operations Reallocate resources Supply chain operations review Sales targets review Fin. Mgt. & Operations ERP Cloud, SCM Cloud,... Copyright 2014, Oracle and/or its affiliates. All rights reserved. Copyright 2015 Oracle and/or its affiliates. All rights reserved. 12

13 How You Can Work Mobile Access Anywhere Cloud, On-Premises, Hybrid Built-in Social Collaboration Copyright 2014, Oracle and/or its affiliates. All rights reserved. Copyright 2015 Oracle and/or its affiliates. All rights reserved. 18

14 Finance Leaders More Mobile Stakeholders Re-design board communications Make processes portable Drive data into daily decisions 19

15 Finance Leaders Cloud Adoption is Accelerating Must develop agile planning processes to respond to changing environment Connect operational planning with financial assumptions Leverage the cloud to widen influence with Line of Business

16 Finance Leaders Power of Social Collaboration Pursue Wisdom of Crowd in revenue planning Expand qualitative commentary in management reporting process Partner with CMO to monitor reputation risk and impact on operating assumptions Copyright 2014 Oracle and/or its affiliates. All rights reserved. 21

17 Modern Finance is evolving from governance to guidance Copyright 2014, Oracle and/or its affiliates. All rights reserved. Copyright 2014 Oracle and/or its affiliates. All rights reserved. 22

18 Copyright 2015, Oracle and/or its affiliates. All rights reserved. 23

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