Disruptions seem to be coming at us at an ever-faster pace, from pandemics to natural disasters to regulatory changes to technological advances and more. Some, such as earthquakes and hurricanes, are regional in nature; others, like COVID-19, are global and affect literally every nation and every business. How businesses respond to these challenges; how they prepare before a crisis hits can make the difference between success and failure. For many, finding ways to resolve these challenges is a matter of survival itself.
As we face a variety of unprecedented disruptions here and across the globe, businesses are looking for ways to not only withstand the crises, but also to prepare themselves to move forward once the crises pass. Many companies found themselves with a fully remote workforce with little time to prepare. Companies that had digitally transformed their operations prior to this were quicker to respond and did so with greater efficiency. Many of these companies looked at transformation holistically across the entire business with an understanding that functions that had once resided in silos had to now live in an age of full collaboration.
Takeaways from the Levvel Research 2019 Payables Insight Report.
Inefficiency. It’s unnecessarily slow — a time waster that saps morale, dilutes resources and is really expensive. But if you’re using a sluggish, cumbersome, error-prone manual process for your payables instead of automation, you already all that, right? Continue Reading
“The transformation of the finance function into a catalyst for growth starts with CFOs having more influence in areas that have broader consequences for the business.”
— Institute of Finance & Management (IOFM)
Procure-to-pay (P2P) technologies are often most closely associated with the first P in their name: procure. At the same time, the efficiency of an enterprise’s payment processes have more of an impact on its growth rate than the efficiency of its purchasing processes. And it is finance – not procurement – whose ability to deliver against performance objectives is improved the most when payments are streamlined, and hampered when they are not.
Determine OutLoud: A two-part conversation with Mark Joyce, EVP and CFO of Corcentric.
In a recently released article and podcast about the evolving role of the CFO, McKinsey & Co. partner Ankur Agrawal and consultant Priyanka Prakash shine an interesting light on enterprise-wide change management in the digital age — from the perspective of finance. Of particular note are the number and range of corporate functions reporting into finance today, and how that shifting scope of responsibilities can stress a CFO’s bandwidth while also increasing their net impact.
I know we don’t have to preach to the choir. Procurement professionals are all aware of just how practical spend analysis is for them, but sometimes find it challenging to explain exactly why. Some expenses are simply hard to justify. Spend analysis is often seen only as an added value to the organization, rather than an essential piece to uncovering hidden value opportunities. In an applicable paper, Spend Matters suggests 10 ways to justify the expense for spend analysis to the financial decision-makers at your company. Here are some key takeaways…
Empower managers with process improvements.
Depending on where you sit in a company, budgets are either essential guardrails for organizational efficiency, an inescapable fact of life, a necessary evil, or just evil. Overhead cost control, compliance, data quality — they are on every organization’s budget management agenda, yet few have the processes and solutions in place to achieve them. Here are four best practices to get closer to that goal.