Key performance indicators (KPIs) are well known within business as a means to distill down the number of variables that move the dial within an organization. But rather than discuss the particular KPIs that a finance team should track, let us apply the concept to measure the more qualitative characteristics of a high performing finance function. While not all-inclusive, here are four KPIs that you can use to gauge your own finance organization’s performance:
Carlson Thought Leadership in Finance & Technology
Are you considering replacing your legacy on-premise budgeting system for a cloud corporate performance management solution? If so, you are in good company as a recent Adaptive Insights survey of 300 finance professionals indicated that 86% want to leave their legacy system behind. Once you’ve made the decision to start looking around, the system evaluation sets the stage for a successful project and long-term benefits to the organization. However, there are several points you should take note of to ensure a thorough evaluation. In this post, we will[...]
I had the pleasure this morning of moderating a panel discussion on the topic of Rethinking Performance Management. The event was hosted by the CFO Leadership Council as part of their monthly meeting of finance executives. Based on today’s large attendance numbers, the topic of performance management is clearly top of mind for many CFOs. The three other panel members came from diverse backgrounds and included a CFO, a CEO and an HR leader.
I would like to share some of the key topics and themes we explored during our discussion and Q&A with the[...]
Are you considering moving budgeting, forecasting and other key finance functions to the Cloud? If so, you will want to watch this video taken on Day 2 at the CFO Rising East Summit. Ethan discusses 4 priorities and some helpful advice you should keep in mind as you begin to evaluate vendors and solutions.
As a consultant working with clients to transform their budgeting process, I put a priority on structuring budgets, plans, forecasts, and reports in ways that are more meaningful and provide better analysis with the appropriate level of granularity.
During a current implementation project of Adaptive Planning with Cetylite, a pharmaceutical manufacturer based in New Jersey, I was tasked with lining up the budget by vendor, which is at a lower level than the general ledger account. This approach would provide better expense management and reporting.