REPORTING IN THE CLOUDfiles.m3.mailplus.nl/user60547/3535/Slides 'Reporting in the Cloud'-2.… · WORKFORCE Lean, utilizes digital labor & emerging technologies, while accessing

REPORTING IN THE CLOUD

B r e a k f a s t E v e n tD e c e m b e r 5 , 2 0 1 8

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A G E N D A

7h30 Breakfast8h15 Welcome Serge Vigoureux8h30 Finance in the Cloud Xavier Gabriëls9h00 Controlling on Demand & demo Maarten Lauwaert9h30 Q&A9h45 Roundup & extra coffee Serge Vigoureux

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M I & S P O S I T I O N I N G

FINANCE IN THE CLOUD CONTROLLING ON DEMAND

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T H E 2 1 S T C E N T U R Y E N T E R P R I S E

In the face of rapid change and disruption, organizations must redefine how they engage with their customers through the use of key enabling

technologies and new ways of interaction.

WORKFORCELean, utilizes digital labor & emerging technologies, while accessing skills on

demand through platforms and alternative

employment models

CUSTOMERDelivers the best

customer experience, leveraging data collected from customers to adapt

& personalize experiences

Internet of ThingsDrones

BiometricsArtificial Intelligence

Platforms

Predictive AnalyticsBlockchain Cloud

Real-time Payments

APIs

Key Enablers

Data

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T H E W O R L D I S C H A N G I N G F A S T E R T H A N E V E R B Y N E W F O R C E S T H A T T R I G G E R D I S R U P T I O N

Rapidly advancing technology is creating disruptive pressure across entire industries. The 21st century enterprise has characteristics that create opportunity from those forces.

Customer engagement

Changing nature & value of assets

Everything-as-a-service

Workforce of the future

• Blockchain• The API Economy• Mobile Economy• Internet of things• 3D printing• Cloud• Drones• Data & Analytics• AI / Cognitive Automation• Augmented & Virtual

Reality• Platform Business Model• Cyber• Consumerization of B2B &

Enterprise Technology

Convergence of industry models

“Growth or die”

Emerging technology

C R O S S - S E C T O R B U S I N E S S D I S R U P T O R S

Finance must disrupt itself to stay in front of change.

Big data

Shifting geopolitical & regulatory environment

Changing workforce demographics

Experience centricity

New business models

Finance

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T H E G R O W I N G L A N D S C A P E O F D I G I T A L

Business process management outsource using data, tools, and simulators

Business processas a service

Computer applications or services delivered over the network or Internet

Cloud services

Replacing labor-based processing with machine-based processing at dramatically reduced costs

Robotic process automation

Big data and analytics; warehouse tools being replaced with predictive modeling technologies

Business Intelligence/Analytical tools

Crowdsourcing technologies;Enterprise collaboration technologies; Social media platforms

Social media andcollaborative technologies

Automating decision-making process; natural language processing; pattern recognition and hypothesis generation

Cognitive technologies

Internet enabled portable devices; virtualization of workforce; enabling greater variability in supply & greater responsiveness to demand

Mobility solutions

Skills in rapid sequencing and computing that has been married with industry-based data and analytics

Advanced competenciesin data science

Embedded sensors and actuators in machines or other physical objects

Internet of things

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W H A T I S C L O U D C O M P U T I N G ?

• Cloud computing is the delivery of computing services ; Servers, Storage, Databases, Networking, Applications, Analytics and more—over the Internet (“the cloud”)

• Companies offering these computing services are called cloud providers

• Cloud computing services based on usage, similar to how you are billed for water or electricity at home.

Cloud enables companies to focus on core competencies, accessing IT services when needed, while not having to commit upfront capital and invest in people to operate their own IT environments …

Over time, the cloud model will result in new business relationships –creating virtual organizations across traditional company boundaries …

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W H A T D O E S T H E C L O U D D E L I V E R ?

You are probably using cloud computing right now, even if you don’t realize it.

Cloud computing is making it all possible behind the scenes for these digital disruptors.

49%

42%

37%35%

32%

30%

28%

28%The top ways businesses are using Cloud to drive business transformation

■ Drive cost efficiencies

■ Better enable mobile workforce

■ Improve alignment with customers / partners

■ Better leverage data to provide insight

■ New product development / innovation

■ Develop new business models

■ Shift to a global shared services model

■ Faster time to market

R E A S O N S F O R M O V I N G T O T H E C L O U D

Source: KPMG Cloud Survey Report.

Cloud-based solutions are about enabling finance to become a strategic partner and a catalyst in driving the business forward. The operating model to realise these benefits is

the starting point

High cost of service delivery by finance

Lack of agility in finance operations

Lack of timely insight (data and analytics)

Untapped value from supporting infrastructure

Failed ERP transformation

Poor risk management processes

Post-2017

2014

A rapid increase in the use of Software-as-a-Service (SaaS) for finance is expected.

Source: Gartner Research.

2016

C L O U D I S A G A M E C H A N G E R F O R C O M M O N I S S U E S F A C E D B Y F I N A N C E

81%

51%

9%

B U I L D I N G A V A L U E A D D I N G & E F F I C I E N T F I N A N C E F U N C T I O N

A well designed systems landscape provides the platform for transforming the way finance operates

Provides commercial finance (Business Partnering) activities

Focuses on analysis, not report preparation

Delivers insightful and accessible reporting

Utilises standardised processes

Modern Cloud systems for finance enable a finance function that:

Source: Global CFO Survey, KPMG International

Efficiency

1

Added value

C L O U D V E R S U S ‘ O N P R E M I S E ’ S O L U T I O N S

Attribute Cloud On premise

Ownership costs Lower initial costs. Fits well with operating budget constraints.

Higher up-front costs. Requires approved capital outlays.

System upgrades and enhancements

Focus is on using standard functionality without customizations. Upgrades and enhancements applied by service provider.

Software can be customized but may cause issues later during upgrades. Software patches and testing done in-house.

System performance and accessibility

Surging demand handled through access to additional capacity. Performance speeds are considered good.

Capacity limited to existing infrastructure.

Deployment speed Quick deployment globally but with standard functionality.

Slower deployment but greatercontrol and customization over end solution.

IT staff requirements Minimal for Cloud applications as maintenance issues are handled by service provider.

Larger in-house staff required to deploy and maintain solution.

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G E N E R A L B E N E F T I S F O R M O V I N G T O T H E C L O U D

• Cost Savings – on subscriptions vs. license and maintenance, as well as reduced infrastructure and upgrade costs.; no own IT infrastructure, so lean

• Faster Adoption of New Functionality – quarterly feature releases with automatic upgrades• Improved Usability– including reporting, analytics and mobile support, • Opportunities for Process Improvement and Agility – e.g., faster reporting, shorter planning cycles (esp

true for CPM/EPM)• Enabling Growth/Flexibility – the ability to start small and expand over time, grow big, move upfront

capex to opex• Supporting Business Transformation – upgrading legacy finance systems and processes• (Built-in) Standardisation• Scalability - easy access to new markets• Analytics – embedded, and not only on own data, but also benchmark across anonymized cloud

tenants• Close optimization – availability of real time data allows parallel run of key functions which optimizes

overall close process and increases accuracy of reported data

T H E T I M I N G I S R I G H T F O R A M O V E T O T H E C L O U D

According to a Gartner study, 84% of the surveyed CFO’s said

that half their companies’ transactions will be delivered

through SaaS in the next four or more years.

“Simply put, if you are not already thinking about SaaS for your company, you are

already lagging behind competition.”

DISRUPTION IS HAPPENING – HOW DOES THE FINANCE WORKFORCE PREPARE FOR IT?

Shift in skills and capabilities for the finance function

Capability development framework

Example deliverables of development framework

The evolution of finance

The fundamental character of the finance organization is changing radically. Organizations need to strategically engage and change their workforce to

successfully respond and adapt.

A C H A N G I N G W O R L D A L S O M E A N S A C H A N G I N G W O R K F O R C E , O R A T L E A S T , C H A N G I N G S K I L L S F O R

T H E W O R K F O R C E

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S H I F T I N G S K I L L S E T O F T H E C F O

Background

Skills

Role

Execute within existing processes and technologies

Ability to measure performance with financial metrics

Use new technologies in robotics, data, digital

Ability to link company strategy to financial metrics

Domestic focus and roles

Accounting-focused background

Global focus and roles

Broad based experience

Measure results and preserve value

Administrator and controller

Perform forward-looking analytics and create value

Strategist and architect of the future

Traditional CFO Innovative CFO

The changing business environment creates a need for a shift in background, skills and role of the CFO

I N N O V A T I O N C A L L S F O R N E W R O L E S …

Today’s CFO requires input from many roles to help understand and support the innovation process

Different finance processes will be automated, leveraging various levels of smart automation.

Has high RQ, experience managing digital workforce, and overall knowledge of the systems landscape; able to identify required F&A process changes and implement new business solutions incorporating relevant technologies.

Handles interactions between different business groups and communicates information effectively (has extensive business knowledge and deep technical F&A expertise).

Executes complex financial models and advises the business on the financial and business impacts of different scenarios (STEM/D&A background necessary).

Focused on delivering core reporting and analytics to the business (Deep Finance and Accounting background (e.g., CPA, CFA)).

Takes an “outside-in” approach to develop insights from trend signals and identifies changes in customer and competitor behavior and possible business implications.

Business Solutions Architect

Innovation and Investment

Strategist

Business Planning Analyst

Financial and Regulatory Accountant

Intelligent Automation

Financial Data Modeler/

Scientist

CFO

Business Partner

Critical role for driving value and overall business performance

Has strong understanding of external markets to examine and leverage threats and opportunities into strategic direction for the business; has the ability to navigate ambiguity and influence a potential shift in the business model.

$$

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Disruptive innovation is an art and a science. Disruptive innovation is too unpredictable for traditional forecasting milestones to be accurate.

Long, slow and large movements Small, quick movements

Static budget and timeline; few or no revisions Dynamic budget and timeline; frequent revisions

Annual budgeting process Ongoing budgeting process, as-needed

Financial-Based Metrics: IRR, NPV, Discounted Payback, Hurdle Rate, etc.

Strategy-Based Metrics: Market size, competitive advantage, risk awareness

Document clear expectations Document a clear hypotheses and challenge assumptions

Invest in proportion to budget and leverage last year’s plan

Invest in proportion to knowledge, frequentlyrevisiting plan and needs

Traditional CFO Innovative CFO

Source: Chris Trimble and Vijay Govindarajan, “The Other Side of Innovation, 2010.

I N N O V A T I O N R E Q U I R E S M A J O R C H A N G E S F O R P R O C E S S E S L I K E B U D G E T I N G

. . . SO, THERE I S A SOL ID BUS INESS CASE FOR. . .

FINANCE IN THE CLOUD CONTROLLING ON DEMAND

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A G E N D A

• Positioning• Controller on Demand• BrightAnalytics - MyInSights

• Pricing• KMO Portefeuille• Demo MyInSights

PO S I T I O N I NG

CONTROLLER ON DEMANDBrightAnalytics

MyInSights

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F R O M C O R R E C T F I G U R E S T O B U S I N E S S D E C I S I O N S

• Prepare Reports• Analyze Results• Discuss Results

Monthly reports of controlling tasks

• Part time assignments

Periodicity to be agreed on

MyInSights Reports and / or Customer Reports

CONTROLLER ON DEMANDBrightAnalytics

MyInSights

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POS I T ION ING

BrightAnalytics

MyInSights

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C L O U D C P M T O O L :

• ICO eliminations• Conso Postings

Consolidation

• Budget versions• Rolling forecasts

Budgeting & Forecasting

P&L, BS & CF Statement

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M Y I N S I G H T S : P R E D E F I N E D R E P O R T I N G M O D E L

Predefined dashboards & reports

• Finance• Sales• HR

Modular structure

• Multi dimensional• Multi company• Multi currency

Predefined KPIs

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M Y I N S I G H T S - P O W E R B I B A S E D R E P O R T I N G M O D E L

Local DatabasesExcel…

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M Y I N S I G H T S - M O D U L E S

Finance

Inventory

Accounts Receivable

Accounts Payable

Sales

Human resources

P R I C I NG

P R I C I N G

MyInSights BrightAnalytics

Daily rate • Pricing per module

• Fixed Fee• Implementation• Training

• Monthly fee• Model• Maintenance

Fixed fee• Implementation• Training

Monthly fee software• Infrastructure &

Maintenance• Updates• Technical support• Invoiced by

BrightAnalytics

Controller

K M O P O R T E F E U I L L E

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• MI&S NV is een door de Vlaamse overheid erkende dienstverlener voor de kmo portefeuillevoor de domeinen:

ü Advies – Erkenningsnummer DV.A220159 ü Opleiding – Erkenningsnummer DV.O220158

Binnen de KMO portefeuille kunt u beroep doen op ons voor:ü Opleidingenü De analyse van de huidige situatie met een voorstel hoe deze te verbeteren naar de toekomst ü Een roadmap hoe deze te realiseren / implementeren. ü Advies over aanpak ter selectie van een nieuwe tool (BI / ERP / Reporting / ...) inclusief het implementatieplan

opstellen.

Een KMO is een zelfstandig bedrijf met minder dan 250 werknemers én met een jaaromzet van maximum € 50 miljoen óf een balanstotaal van maximum € 43 miljoen

KMO PORTEFEU ILLE : SUBS ID IE V OOR ADV IES EN OPLE ID ING

D E M O - M Y I N S I G H T S

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