Infosys’ blog on industry solutions, trends, business process transformation and global implementation in Oracle.

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December 28, 2011

Empowering the Finance Function with Oracle Fusion Financials - Part 1

Guest post by
Mili Bhaskar, Consultant, Infosys

 

Continuous pressure on businesses to perform has forced enterprises to evaluate, evolve and empower their finance functions, as a result of which there is a strategic shift seen in the finance department from being a score keeper to a valued business partner. The finance function on its path to evolve has come to be integrally dependent on effective information systems and technologies.

In this part of blog, I provide an overview of the current industry trends and in the next part, I will elaborate how Oracle Fusion Financials Application aides organizations in keeping up with these changing trends.

Continue reading " Empowering the Finance Function with Oracle Fusion Financials - Part 1 " »

December 7, 2011

Is number crunching a solution to Bank's woes?

Guest post by
Vandana Baliga, Senior Associate Consultant, Infosys

 

From the housing bubble burst in US to Euro debt crisis and the potential threat of student loan bubble in US, Are the banks alive to the risk?  There is a growing need to be sensitive to economic conditions, capture the debt dynamics and interpret the figures on the balance sheet of banks meaningfully. To address this need Financial Institutions have to foresee in to future and be pro-active.

The question looming large on the banks today is how to achieve this?

Continue reading " Is number crunching a solution to Bank's woes? " »

November 25, 2011

The last mile in financial reporting - The next big thing

Guest post by
Anand Balakrishnan, Principal Consultant, Infosys

 

ERP system have been adopted by over 90% of the global fortune 100 companies and 75% of fortune 500 corporates to handle the various facets of their operations. In the financial accounting space, while these companies have focused on the back office processing of records and generation of preliminary financials (P&L and Balance Sheets) a very small number of companies have any sort of automation in the last mile, namely generating the quarterly and annual financial statements that need to be submitted to varied set of external agencies including regulators, lenders and the street.

Continue reading " The last mile in financial reporting - The next big thing " »

August 23, 2011

Oracle Mantas Next Generation UI is now under OFSAA

Guest post by
Sowjanya Achar, Associate Consultant, Infosys

 

Increasing financial crimes and money laundering activities across all sectors of the economy has necessitated government of every country to step up the vigil and make appropriate amendments to the law to curb such hideous acts and the grave consequences that occur on account of such crimes. Money laundering is a process through which illegal money is injected into the financial system in a systematic manner by disguising its true illegal origin and the usage of such funds for organized crimes such as terrorist financing, drug trafficking etc. It is in the purview of the regulators and financial institutions like banks to curb money laundering and so Anti-Money Laundering measures are at centre stage to curb financial crimes across the world.

Continue reading " Oracle Mantas Next Generation UI is now under OFSAA " »

July 15, 2011

OFSAA to measure Hedge Effectiveness !

Guest post by
Bhuvaneswari Venkataraman, Lead Consultant, Oracle Practice, Infosys

 

In one of our recent workshops conducted (during February 2011) for a financial Institution, we were showcasing a complete banking solution including  OFSAA for risk Management.  While explaining the capabilities of OFSAA in Risk Management perspective, one key stake holder from client Group posed a question   'Can we check Hedge effectiveness with OFSAA?'   To that, my intuitive reply was "NO. Not at this point of time. But I believe this would  be available in future version".  Little did I know then, that my reply will be proved right very soon?

Continue reading " OFSAA to measure Hedge Effectiveness ! " »

June 22, 2011

Shifting trends in Risk Management in Financial services market, OFSAA to play key role!

Guest post by
Ankush Agrawal, Associate Consultant, Oracle Practice, Infosys

 

Risk management has always been of prime importance for any industry and more for financial services markets. The financial crisis exposed inherent weaknesses in the risk management system, like outdated systems and processes, poor decision-making, inadequate forecasting, and reporting structures. The negative impact of these flaws on many institutions shocked the industry, and as a result, there has been a shift in attitude toward risk and it has started getting more attention.

Continue reading " Shifting trends in Risk Management in Financial services market, OFSAA to play key role! " »

March 17, 2011

Managing uncertainty in deploying a Data Warehouse

Guest post by
Debapratim Dutta, Lead Consultant- Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

A few weeks back I woke up with the morning newspaper, and was surprised to discover that my sun sign has got changed! The news article explained that according to latest astronomical discovery there is now a 13th zodiac sign, instead of the long held astrological belief that there were only 12. The newly identified constellation which is between Scorpio and Sagittarius is called Ophiuchus. Before I could finish reading the entire news article, a friend of mine called up and sounding highly disappointed, informed me that from now onwards she will be happy to throw the morning newspapers' horoscopes in the bin. Co-incidentally, the day before that, the CRO of a reputed bank in an informal call told me, that from now onwards he will have to throw away many of the risk reports to the bin as most of the sophisticated risk models developed in the past are no longer accepted as valid by the regulators. Sounding equally disappointed as my horoscope savvy friend, the CRO wanted to know whether we can advise some solution to him, as they got to now re-do the entire risk data warehouse to cope up with new regulatory standards announced under Basel III.

Continue reading " Managing uncertainty in deploying a Data Warehouse " »

March 16, 2011

Total Project Estimation - Business Time Requirement Estimation

Guest post by
Jaideep Ranjan Vijayakar, Principal  Consultant - Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

In the previous installment we discussed how to arrive at the effort estimate for the implementation team based on the complexity of the technical components underlying. These effort estimates can also be used to arrive at time requirements for the business IT counterparts (Business System Analysts and Business Technical Leads). We can pair them with their implementation team members and use a percentage of that effort. However we are missing a key portion of the implementation effort. BUSINESS TIME REQUIREMENTS.

Continue reading " Total Project Estimation - Business Time Requirement Estimation " »

March 8, 2011

Total Project Estimation- Non Developmental Time estimation

Guest post by
Jaideep Ranjan Vijayakar, Principal  Consultant - Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

As they say "A journey of a thousand miles begins but with just one step" so too any Implementation project begins but with its estimation. Many a project flounder due to inaccurate estimates made to start with. Without an accurate estimation of effort and timeline it's difficult, if not impossible, to allocate the correct resources to the project or determine milestone dates and phase durations.

Continue reading " Total Project Estimation- Non Developmental Time estimation " »

March 3, 2011

Future Segments in a chart of Account are an insurance policy

Many organizations ask them selves 'how do we design our last chart of Accounts to last for the next 50 years' The fact that it is almost impossible to predict future management and financial reporting over such a long time frame. One approach is too look at pains of the current financial and management reporting system and identify the root cause of the issue. Often times it may be a result of change in business direction that could not be adequately be represented in the chart of Account structure.

Continue reading " Future Segments in a chart of Account are an insurance policy " »

February 16, 2011

Methods of Matched Fund Transfer Pricing prevalent in Financial Services

Guest post by
Ankush Agrawal, Associate Consultant - Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

This is in continuation to my previous blog where I talked about matched fund transfer pricing and how OFSAA in its newer version 5.XX (OFSAA) has further enhanced its matched fund transfer pricing. In this blog we will discuss more on the methods of FTP used in the industry and supported by OFSAA.

Continue reading " Methods of Matched Fund Transfer Pricing prevalent in Financial Services " »

February 10, 2011

Who holds the key to success in ERP led business transformation programs

Many analysis has been done and many artifacts written about the success of the ERP projects but the question which primarily remains unanswered and less explored is who holds the key to success of the program.

Continue reading " Who holds the key to success in ERP led business transformation programs " »

January 18, 2011

Wonder why Banks advertise Deposit rates for strange Term such as 390 days, 777 days, 888 days etc?

Guest post by
Bhuvaneswari Venkataraman, Lead Consultant - Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

Whether you are a top investment planner or adviser or even a common man unfamiliar with finance or Markets, you would invariably be seeking the term deposits rate of Banks which serves as a benchmark rate for many when they try to evaluate the different investment options. When you find the advertisement with odd terms such as 390 days, 678 days, 999 days you must be wondering what is the reason behind this specific tenure. Well answer lies in managing liquidity management to reduce overall risk.  Let us see how liquidity management propels the interest rate and the tenure of a banking product.

Continue reading " Wonder why Banks advertise Deposit rates for strange Term such as 390 days, 777 days, 888 days etc? " »

January 11, 2011

System integration during M&A: How much to integrate?

Guest post by
Ashwani Arora, Senior Project Manager - Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

The leadership team at the level of CIO needs to take control of the situation immediately after a merger is announced and since emphasis is on speed, most critical decisions related to IT integration are finalized during this short period of time and with many unknowns to start with. One of the key areas which attracts lot of attraction and effort during M&A is to determine how much to integrate the technology, which systems and hardware to keep, what data to keep, and in what systems.

I will discuss below some key factors which are considered while laying out the long term plan for technology integration. There can be many more scenarios as we go to next level of planning details, but the below are the ones that will most likely come up in CIO level discussions immediately after a merger is announced! Also many times tradeoffs need to be made among these factors to achieve the larger business goal of the acquisition.

Continue reading " System integration during M&A: How much to integrate? " »

January 7, 2011

Matched Fund Transfer Pricing and its relevance in current volatile market

Guest post by
Ankush Agrawal, Associate Consultant - Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

In current world, where there is high volatility in terms of funding requirement and Interest rate, only Matched Fund Transfer Pricing approach can assess the actual risk and help to measure profitability and performance accurately for a financial institution in comparison to traditional approaches.

Continue reading " Matched Fund Transfer Pricing and its relevance in current volatile market " »

January 3, 2011

Thin Chart of Accounts within OFSAA !

Guest post by
Bhuvaneswari Venkataraman, Lead Consultant - Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

In older version of Oracle Financials Service Application 4.5.xx (OFSA), considerable time was spent on designing the Chart of Accounts (COA) to bring out the optimum number of members under COAs. Now with new Oracle Financial Service Analytical Application 5.xx (OFSAA) leveraging its enhanced features like conditional assumptions system can assign any combination at run time instead of pre-defined only leading to thin COAs instead of thick in earlier versions.

Continue reading " Thin Chart of Accounts within OFSAA ! " »

January 1, 2011

Build an Agile Financial Organization with Oracle FAH

In this era of globalization, an Organization needs to be agile to survive and grow.  The need for agility is one of the key forces behind the introduction of 'Rule Based Applications' in the market. Oracle's Financial Accounting Hub (FAH) is one such application where accounting is managed by the business team based on configurable business rules.

Prior to introduction of FAH, most of the organizations had custom built accounting engines to address their accounting requirements. Such custom built components were a hindrance in introducing any new accounting rules or modification of existing rules to satisfy regulatory compliance requirements or due to business compulsions.

Continue reading " Build an Agile Financial Organization with Oracle FAH " »

December 27, 2010

Improvised dimensions and hierarchy in OFSAA 5.1

Guest post by
Suthersan Jayaprakash, Technology Analyst- Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

The dimensions and hierarchies form the base for operations in OFSA suite of products. Any business assumptions or processing parameters are built based on the dimensions. The dimensions in OFSA are nothing but various attributes of the business. Something like organizational structure, or the business offered by the organization, or the products and services that it offers.

Continue reading " Improvised dimensions and hierarchy in OFSAA 5.1 " »

December 23, 2010

Gain insight into critical risk areas using OFSAA

Guest post by
Debapratim Dutta, Lead Consultant- Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

The recent financial crisis has laid bare many myths in risk management. For instance; exposures which were perceived to carry low risk, performed poorly during the crisis, when compared with the ones which were considered to be more risky. Such anomalies could happen because many financial institutions failed to capture the association among multiple sources of risk. To make things worse some board members were even heard saying that they did not understand the risk reports presented to them! Clearly board members failed to make risk adjusted decisions during days leading up to the crisis, as probably they viewed risk management as something needed only for compliance in order to earn more and more return.

Continue reading " Gain insight into critical risk areas using OFSAA " »

December 13, 2010

Mobilizing the Enterprise- Strategies, Technologies and Organization Readiness - Part 4

Guest post by
Jaideep Ranjan Vijayakar, Lead Consultant - Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

We have till now discussed about the imperatives of mobilizing the enterprise, the basic configurations that are broadly adopted by organizations, the stages and types of enterprise mobility and the implementation considerations before an organization begins its enterprise mobilization journey. We will now round off the discussion with a look at the future and challenges.

Continue reading " Mobilizing the Enterprise- Strategies, Technologies and Organization Readiness - Part 4 " »

Next Generation growth engines for Oracle Apps in Financial Services

Oracle marks a new era for its apps with the introduction of Fusion this year. It has tried to combine the best in class technology and functionality from its acquisitions and bring the best for end users.

However let us discuss what can be the key growth drivers both Industry wise and Functionality wise which would drive the future of Oracle apps

Continue reading " Next Generation growth engines for Oracle Apps in Financial Services " »

December 6, 2010

Mobilizing the Enterprise- Strategies, Technologies and Organization Readiness - Part 3

Guest post by
Jaideep Ranjan Vijayakar, Lead Consultant - Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

In the previous installment we discussed about the stages and types of enterprise mobility. In this installment we will discuss about implementation considerations before an organization begins its enterprise mobilization journey.

Continue reading " Mobilizing the Enterprise- Strategies, Technologies and Organization Readiness - Part 3 " »

November 30, 2010

Mobilizing the Enterprise- Strategies, Technologies and Organization Readiness - Part 2

Guest post by
Jaideep Ranjan Vijayakar, Lead Consultant - Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

In the previous installment we discussed about the imperatives of mobilizing the enterprise and the basic configurations that are broadly adopted by organizations. In this installment we will discuss the stages and types of enterprise mobility.

Continue reading " Mobilizing the Enterprise- Strategies, Technologies and Organization Readiness - Part 2 " »

November 26, 2010

Mobilizing the Enterprise- Strategies, Technologies and Organization Readiness - Part 1

Guest post by
Jaideep Ranjan Vijayakar, Lead Consultant - Banking and Capital Markets, Oracle Practice, Enterprise Solutions, Infosys Technologies Ltd.

 

Increasing productivity of employees who spend a majority of their time away from the office /desk is THE BUSINESS IMPERATIVE in today's world. Enterprise mobility is one of the enablers for this objective. Enterprise Mobility, put simplistically, transforms "Work" from 'some place you go", to "something you do". It is about providing employees with a technology platform which will enable them to work, "when" they want to work and "where" they want to work, in a secure, compliant and risk managed way.

Continue reading " Mobilizing the Enterprise- Strategies, Technologies and Organization Readiness - Part 1 " »

November 8, 2010

Looking for the most cost-effective and complete content management platform? Use Oracle Content Management

In today's scenario, organizations are facing many problems in managing content with nearly 80% of the unstructured information, lots of content duplication and spending around 15-20% of the operating revenue in fixing problems that arouse from inappropriate data.

To maximize content management efficiency, improve security and reduce costs, organizations need a comprehensive enterprise content management solution that fits easily with their business processes. Oracle Enterprise Content Management Suite 11g meets these demands delivering the high performance and scalability required to face the challenging enterprise content management environments.

Continue reading " Looking for the most cost-effective and complete content management platform? Use Oracle Content Management " »

September 15, 2010

Is IT an 'enabler' or 'creator' of Business Value?

Recently I attended a debate on 'Is IT an enabler or creator of Business Value'.  I went in to the hall with a mindset that IT is enabler for Business value, the reason may be my background on working in a construction industry where one of the main reasons to use IT is to track material availability or to get a top management view of the happenings in a project from head office located across the globe or to get a MIS reports within seconds on any areas of review.

Continue reading " Is IT an 'enabler' or 'creator' of Business Value? " »

September 13, 2010

Infosys's Integrated Risk and Performance Management (IRPM) Framework: How does it help you?

Infosys has developed an Integrated Risk and Performance Management (IRPM) Framework designed by SMEs in Financial Risk Management.

Continue reading " Infosys's Integrated Risk and Performance Management (IRPM) Framework: How does it help you? " »

August 27, 2010

Integrated Risk & performance Management

For long Risk management and Performance management are considered as two independent functions. While performance has always been at the center stage of organization's efforts, risk has been limited to being a regulatory compliance function. But crisis has again highlighted the need of adjusting performance for the different kind of risks taken. While almost ever organization agrees on the need to do integrate risk with performance management, not many are enabled to convert concepts into real systems.

Continue reading " Integrated Risk & performance Management " »

August 25, 2010

Demystifying Legal Entity in Oracle R12 Architecture

Design of the Organization structure is the common issue faced by most business houses. The structure should not only be compliant from legal perspective but should also be effective from operational management and accounting perspective. Legal entity is the crux of the organization structure as this determines the statutory and country specific (local) reporting needs.

Continue reading " Demystifying Legal Entity in Oracle R12 Architecture " »

August 17, 2010

Choosing the right solution for your consolidation needs

Every organization has unique consolidation needs due to the way it has grown, complexity of the business and also its legal entity structure. What are your consolidation challenges?

Are you coping with multiple systems / multiple vendors sending data for consolidation in discrete manner?

Do you have multiple instances of your GL, which need to be consolidated?

Do you need sophisticated consolidation needs like Extended reporting capability in a single GL environment?

Do you need insights into consolidation for Analytics, Performance management like KPI's, Ratio Analysis etc to make informed decisions?

Continue reading " Choosing the right solution for your consolidation needs " »

May 22, 2010

Go Lean: Minimize customizations and reduce overall TCO in Oracle ERP implementation (Part 3)

There are many ways to achieve Leaner ERP implementation, and I have discussed some of the strategic levers for it in my previous blogs Go Lean (Part 2) and Go Lean (Part 1) like senior management and executive sponsorship, robust decision making framework, effective change management approach, upfront planning for middleware and reporting platforms, solution design workshops, selection of appropriate edge products and leveraging localizations. However, there are many tactical and operational levers also available for enterprises to adopt, which are primarily part of implementation execution cycle. I am discussing here some of these levers and best practices to minimize customizations:

  • Boot Camp Trainings - Before initiating the solution design phase, organizations must seriously consider to conduct the boot camp trainings on chosen ERP to their key super users, business analysts and implementation core team, facilitated by System Integrator (SI). The intent for boot camps must be training to the team for vanilla features and functionalities of ERP relevant to their industry processes. This will enable them to bridge many gaps and requirements through seeded ERP functionality, and increase the overall fitment of the package application, leading towards reduced customizations.

Continue reading " Go Lean: Minimize customizations and reduce overall TCO in Oracle ERP implementation (Part 3) " »

April 26, 2010

Emerging trends in ERP for Banking Industry - Establish an Accounting Centre of Excellence with Oracle R12

Globalization has become inevitable in the current economic scenario. Banks need to expand their horizons and establish footprints in multiple geographies to cope up with the changes in the market and retain a competitive edge.  This trend has been compelling banks to revisit their Business Models and strategies to sustain growth and profitability.

Such Industry/ market factors and Management's vision play a crucial role in the determination of the Bank's organic and inorganic growth strategies, that in-turn necessitate changes to the business model and the systems supporting the same.

 

Think Globally -Need for Centralization or Consolidation of functions /processes

Banks need to think and act globally to remain competitive: They need to lower cost and improve performance by business consolidation, realize economies of scale, establish shared service center etc

 

What is Accounting Center of Excellence (ACE)?

Centralizing and consolidating accounting functions like invoicing, collections, period close at a central place on behalf of global entities within a banking organization is Accounting center of excellence. It is different from Shared Service center in the sense that it would be a cost center which would drive the common accounting and finance activities for all the entities within an organization

 

Objectives of ACE

a)      Meet diverse accounting and functional requirements from a global center

b)      Simplify financial operations

c)      Streamline Financial close processes

d)     Lower the cost of accounting and finance functions

e)      Streamline MIS and reporting

Continue reading " Emerging trends in ERP for Banking Industry - Establish an Accounting Centre of Excellence with Oracle R12 " »

March 15, 2010

Lets Be Innovative like our own LIC

LIC – Life Insurance Corporation of India is the largest life insurer of India with an asset base of USD 160 billion and insuring 220 million lives over past 50 years.

It has recently come out with innovative schemes to revive insurance policies of individuals who defaulted on premiums during the global recession of 2009. As per a leading source, it was estimated that around 7 million policies were closed in 2009 alone. The schemes include:Laughing

a)    Revival of policies with all riders by paying premium along with interest at one go

b)    Payment of premium in easy instalments but revive the policies with immediate effect

 

Such schemes are turning out to be a win win situation for both LIC and the Individuals since the corporation would maintain a healthy bottom line by retaining customers and the individuals would gain by revival of their policies

 

Taking a cue from LIC, software companies should also start taking measures especially for their Banking and Financial industry clients who were hit hard by recession. For E.g. Software Companies acting in ERP space can identify:Smile

 

a)    Client programs which were called off during 2009 – Review these programs and present how effectively they can be carried forward by remediation or relooking at value proposition

b)    Clients would now like to analyze trends like Return on Investment and Pay Back period for investments made in IT, one needs to include such metrics in their proposals and project delivery

c)    Advice client to spend in the right place – Post recession clients have become risk averse hence one should suggest projects which would provide value for money in short to medium term  with long term vision still intact

d)    Device innovative billing methods like “Pay as you deliver” or “Milestone based payment”

e)    Identify new opportunities created post recession due to Mergers and Acquisitions

 

Like LIC, some of the above measures would definitely strike right chord with client and would go long way in redefining the existing relationships and also creating new value based relationships, thereby creating a win win situation by having a shared vision for Client IT strategy

February 28, 2010

A diet for your General Ledger system: From “Fat GL” to “Thin GL”

Determining the number and composition of the extended accounts (Flexfield structure in Oracle) has been a topic of debate and angst amongst GL architects.

A “Fat GL” design as the name implies contains a very large number of journals, often containing information that would typically be required for operational management reporting and typically containing minimal summarization.

Continue reading " A diet for your General Ledger system: From “Fat GL” to “Thin GL” " »

February 24, 2010

IFRS would change a company's financial statements forever

Come 2011 and there would be a major transformation in the manner Indian companies present their profit and loss accounts and balance sheets. 2011 is when it becomes mandatory for them to adopt International Financial Reporting Standards (IFRS)

What is IFRS
-- International Accounting Standard Board (IASB) has issued principles based pronouncements comprising of standards and interpretations which are popularly known as IFRS (International Financial Reporting Standards).

-- Replaces existing Country specific Accounting Standard which are rule based

-- IFRS compliance is not just accounting change, its impact will be on all entities connected with an organization including shareholders and employees. Policy and Procedural changes need to be analyzed across all areas e.g. Organization, Taxation, Systems, Processes and Controls

Impact on Financial Statements:

Extensive DisclosuresLaughing: The market value of Financial Derivatives, ESOPS, Properties , Machineries etc need to be disclosed as opposed to current practise of accounting only at historical cost. This would facilitate all stakeholders to assess the correct market value of organization.

Greater transparency: Goods will have to be sold to end consumer to be reflected as revenue instead of existing rule of recognizing revenue by just sending the goods to distributors godown

Risk related disclosures: Investors would have better access to information on company's exposure to interest rate risk, forex risk etc since such disclosures would be mandatory under IFRS. This in turn would help better risk management for the investor

Information Complexity:Undecided Since it is a principles based accounting standard, their may be lack of uniformity in disclosures by companies leading to increased complexity for investor. Investors must adjust themselves to such fluctuations

Overall it would increase the length of financial statements due to extensive disclosures but facilitate better and informed decision making for all stakeholdersSmile

To conclude, post IFRS the Financial Statements would be Re Born for ever, so are you ready for the change?

January 12, 2010

India Incs 3 Critical Financial Changes in 2011- will they be winner like 3 idiots

The recently released movie 3 Idiots, based on 3 college graduates experimenting and challenging a deeply rooted, established education system, has turned out to be quite a huge hit in India. Taking a cue from the 3 Idiots, I cannot help but ruminate on the impact that the 3 Critical Changes will have on how the India Inc does its business? Will India Inc emerge a winner or a loser? There is no doubt that all three financial changes i.e. IFRS, GST, Direct Tax Code, which are supposed to be effective from 2011, will have some effects. Even if implemented in silos, they’ll change the way business is done and the financial statements are prepared. As an example, IFRS is not just an accounting change but it will also have an impact on overall policy changes that effect each and every stakeholder of the organization, be it an employee or a shareholder

 

Continue reading " India Incs 3 Critical Financial Changes in 2011- will they be winner like 3 idiots " »

December 16, 2009

5 Mistakes Every Future ERP Implementation should make

a)    Choose a costly Partner than a cost effective vendor
*    One must thoroughly assess all of options in evaluating potential external implementation companies. Software companies aren't always the best at implementing their own software, and some are more expensive than others. An organization should look at a vendor who can partner with them in their ERP initiatives not only for software implementation but also in managing the non-technical aspects of the project, such as organizational change management, training, and ERP benefits realization.

 

b)    Map the software to Business requirements don’t just buy it
*    If an organization has decided that ERP is the route it needs to take, it is important to begin by looking at the desired software to implement. In most of the cases, package selection is influenced by top executives who have previously worked on particular package.
*    Instead, executives should define and document key business requirements irrespective of the package that may be selected. This includes not only nice-to-haves, but also requirements that can be "proposal-breakers" if the software is unable to accommodate. The package selected should focus on achieving measurable business value for the organization, and one should choose the software that best enables to do this

 

c)    Focus less on System training and more on Change management / Executive sponsorship
*    What is your Business Case and ROI? This is where many companies fall apart. Answering and documenting this question is important to get Executive sponsorship and ownership for an ERP program.
*    The lack of a change management approach as part of the program can prevent a program from succeeding. Resistance to change is human nature and is quite often caused by (1) A failure to convince a case for change, (2) Lack of involvement by those responsible for working with changed processes (3) Inadequate / Improper communication (4) Lack of visible top management support and commitment, and (5) Arrogance.  A lack of buy-in often results from not getting end-users involved in the project from the very start, thereby negating their ownership of the new system and processes.
*    ERP-related training is also crucial as most employees must learn new software integration and business processes which affect the operation of the entire organization. Appropriate focus should also be given on this part of the ERP implementation else it leads to much pain and suffering downstream.

 

d)   Don’t just Save Dollars sometimes?
*    One of the key causes of ERP implementation failure is unnecessary cost cutting. In an effort to avoid multi phased roll out costs, repetitive conversion costs, some companies take a very risky route and go live “Big-bang” at multi-plant sites simultaneously, subjecting all plants or some plants to a total shutdown, should there be a failure
*    Some projects have compressed schedules in order to save on expenses, only to eventually overrun both schedule and budget.
*    Sometimes the question “What is my Value for Money / ROI?” should take a back seat as some projects should be treated as an upgrade to the company infrastructure that is necessary to maintain or gain a strategic and competitive advantage.
e)    Yes we can but are we prepared for Failure?
*    Best organizations would prepare themselves for unforeseen contingencies, similarly all implementation projects should have a fail over plan. No matter how well-run a project is, one should be prepared for failure.
*    If the project failed or if the software was not implemented correctly, what will be the backup plan? Would users be able to access legacy systems? Would certain processes be performed manually until the system is brought up? Catastrophic failures may not be common, but they do happen on occasions, so companies should be prepared for the "what-ifs."

 

December 8, 2009

ERP - Integrating Acquisitions

Challenges in M&A

Mergers and acquisitions are raining in banking and financial industry. Recently there have been a lot of them in Banking space across geographies to meet different needs of organization varying from survival to growth. However most of initiatives fail to deliver expected outcome due to various reasons including system integrations.

To meet M&A objectives, firms should have proper strategic direction on system integration and back office works. Firms should focus on two different areas like process and data integration in a phased manner. Data integration should happen first followed by Process integration to move toward Centre of Excellence

A clear integration model and strategy needs to be chalked out for ERP integration of the merged entity with a proper project charter and governance. Some key directions can be

a)   The internal IT strategy should aim to integrate, centralize, outsource, and economize

b) Power and Politics should be properly managed i.e. more time and money should be spent for BPR and change management

c)  Innovative strategy to retain employees with relevant knowledge is key for integration

d) An excellent communication strategy is important

e) Focus on gradual IT cost reduction by Application portfolio rationalizations

Continue reading " ERP - Integrating Acquisitions " »

September 30, 2009

IFRS Implementation in India-Revisiting Fundamentals

In IFRS convergence Journey, companies will have to deal with changes in lot of fundamental definition which will be different from current one.

Continue reading " IFRS Implementation in India-Revisiting Fundamentals " »

IFRS Implementation – Not just an Accounting Change!!!!

To name a few like definition of subsidiary company, valuation of inventory on LIFO or revenue accounting based on net present value (in mention example either the concept or definition will change from existing one) .

Continue reading " IFRS Implementation – Not just an Accounting Change!!!! " »

September 16, 2009

IFRS - Are you ready for Dual Reporting?

Worldwide countries are moving for either adopting or converging to IFRS as common accounting standards across globe. However during transition phase which is spread over next decade, organization adopting IFRS will have to do dual reporting to meet the requirement of IFRS 1.

Continue reading " IFRS - Are you ready for Dual Reporting? " »

September 15, 2009

IFRS Implementation in India -Train has left station Embark now

Continuing from :http://www.infosysblogs.com/oracle/2009/04/ifrs_countdown_has_started_are.html & http://www.infosysblogs.com/oracle/2009/07/ifrs_adoption_to_wait_watch_or.html

The transition to IFRS in India is no longer a question of whether and when but a question of how. A journey which started in 2006 is coming very nearer to its destination.

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July 9, 2009

IFRS Adoption- To Wait & Watch Or To Start

Continuing from :http://www.infosysblogs.com/oracle/2009/04/ifrs_countdown_has_started_are.html
 
Companies having operations in multiple countries especially where IFRS adoption is planned in future are still contemplating whether to start IFRS implementation now or to wait and watch.

Continue reading " IFRS Adoption- To Wait & Watch Or To Start " »

May 18, 2009

CDI – Critical Path to Trading Community Dynamics

Mergers and Acquisitions activity is getting increasingly common and challenging in current business environment.  These dynamics in the trading community (Customers, Suppliers...etc) of an enterprise needs to be effectively managed. Any inflexibility in administering the dynamics would increase the risk exposure, loss of opportunity, lack of insight into customers, and revenue leakage. In cases where an enterprise is part of Merger or acquisition activity, lack of proper CDI strategy for any of the participant enterprises would make realization of intended ROI difficult. Read through this blog for more information.

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April 15, 2009

IFRS countdown has started, are we ready?

International Financial Reporting Standards (IFRS) will be mandatory in countries like India from April 2011 onwards. As per IFRS guidelines if companies has to report in IFRS based results on 31st March 2012, then transition should start from 1st April 2010 so as to have comparable figure for March 2011.

We are already in April 2009 and still no traction is seen on this topic from listed firms. Also there are various issues specially related to different laws in India that need to be sorted out by ICAI. Few examples like

  • Reporting for Banks as they have prepare financial statements as per Banking Act
  • How to calculate Deperciation in corporate tax books? As per IFRS or companies Act

Seems we are not ready yet.. will it be last minute rush by Indian Firms or we will get extension of deadlines. Let me know your thought..

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