Professional Documents
Culture Documents
ACCA-KPMG Performance Reporting Report PDF
ACCA-KPMG Performance Reporting Report PDF
Introduction 6
Executive summary 7
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. AN EYE ON THE FACTS | 3
ABOUT THE RESEARCH
This global report is the second of three pieces of research that have been jointly
commissioned by ACCA and KPMG to evaluate how the Enterprise Performance
Management (EPM)* capability within Finance functions is providing the Chief
Financial Officer (CFO) with the appropriate people, processes and technology to
deliver effective and efficient Performance Reporting.
The data used in the report is from a survey which was conducted between 11th
September 2015 and 28th September 2015, and represents the views of over
THIS REPORT REPRESENTS THE VIEW OF
1,100 Finance professionals from more than 50 countries. Whilst employees from
organisations of all sizes participated in the survey, over 60 percent were from OVER 1,100 FINANCE PROFESSIONALS
FROM MORE THAN 50 COUNTRIES
organisations with over 1,000 employees with annual turnover of at least $100m.
In addition, 35 percent of the respondents identified themselves as a Senior Finance
Manager/Manager, 20 percent as newly qualified/experienced Accountants, 11 percent
as Financial Controllers, 7 percent as Directors/Partners, 6 percent as CFOs and the
remaining 21 percent spread between a range of roles that included CEO, Internal
Audit, Treasury Analysts and Consultants.
*EPM consists of Planning, Budgeting & Forecasting, Performance Reporting and Dimensional
Profitability (including costing)
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member © 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member
4 | AN EYE ON THE FACTS firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. AN EYE ON THE FACTS | 5
EXECUTIVE SUMMARY
INTRODUCTION Performance Reporting at its best should enable technologies, this study suggests current
Our view is that Performance Reporting should be developed within a performance management framework consisting a business to link its operational activity and Performance Reporting processes are flawed,
of three core components (the other two being Planning, Budgeting & Forecasting and Profitability/Costing analytics) decision making with the attainment of its and many enterprises continue to proceed with
which collectively organisations can use to convert data into insightful, relevant and timely management information that strategy. It gives organisations the essential “information” that is ineffective in the support of
is at the kernel of supporting fact based decision making. information to make more confident and effective rapid and informed decision making. The result
decisions, focuses the attention of management is missed value delivery opportunities and slow
This offers a competitive advantage to an organisation that undertakes such an investment in their Performance on activities that truly matter, and provides a responses to emerging threats.
Reporting capability. consistent view of actual performance across
This study suggests there are three critical areas
With the volume of both internal and external data increasing exponentially, coupled with the unrelenting demand for the business.
to focus on to improve current Performance
more information from the business, organisations need to take the time to truly consider what information they really Yet, despite the opportunity that exists in the face Reporting capability and provide the business
need to achieve their strategic objectives and hence drive value and how to deliver it in an efficient and effective manner. of ever-increasing volumes of data and disruptive with information which can drive value.
Achieving a balance between this supply and demand is key to achieving success in Performance Reporting.
1.
THE RIGHT
GOVERNANCE DATA AND
which a Performance Reporting capability should be built,
ensuring that there is absolute trust in the data provided to the
GOVERNANCE business.
SUPPLY DEMAND FOUNDATION n It is also essential that this data is supported by a robust
governance structure to ensure integrity in the data is maintained
on a sustainable basis.
Exec
Functions
£
Data Process People BUs BUs BUs BUs Investors
n The management team needs performance information which is
consistent, controlled, timely, relevant, complete and delivered in
2.
STRUCTURE THE a cost-efficient manner.
DELIVERY MODEL
TECHNOLOGY FOR SUCCESS n How the Finance function is structured, and how efficiently and
effectively it delivers its Performance Reporting capability, will
determine success.
Organisations leading the way are building a framework that provides a seamless link between the organisation’s
strategic objectives, measurement of performance against such objectives and operational decision making. This
ensures that organisations are able to see through the current haze of available data and produce information which in
turn informs better decisions.
Unfortunately, too many organisations are weighed down by a mass of performance reports. These often contain far too EMPOWER n The ultimate goal of Performance Reporting is increased speed
many metrics (which are frequently in conflict with one another) and far too little insight, and thus these organisations FINANCE and quality of decision making in the business to deliver a
3.
PROFESSIONALS sustainable competitive advantage
are unable to clearly analyse past and anticipated performance in order to make better decisions.
TO COLLABORATE n The skills and behaviours that Finance professionals bring,
As a result, Finance are often left working round-the-clock to produce reports that neither meets the demands of WITH THE and the provision of appropriate technologies to support them,
stakeholders nor offers the business an informed, value-adding view of its performance. BUSINESS form the essential groundwork to achieving this step change in
EFFECTIVELY performance.
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member © 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member
6 | AN EYE ON THE FACTS firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. AN EYE ON THE FACTS | 7
EMPOWER
BUILD FINANCE
STRUCTURE
1. 2. 3.
THE RIGHT PROFESSIONALS
THE DELIVERY
1
DATA AND TO COLLABORATE
MODEL FOR
GOVERNANCE WITH THE
SUCCESS
In the knowledge economy, optimised and appropriate use of data is central to helping organisations make better
decisions, create competitive advantage and successfully deliver its strategy. For Performance Reporting to be truly
effective, a common data hierarchy needs to be successfully deployed across the enterprise around the right key
performance indicators (KPIs) of the organisation. This in practice is underpinned by data which supports the AVOID THE SNAKES AND LADDERS OF PERFORMANCE REPORTING
representation of a single version of the truth. Nick Whitfeld | Director, KPMG Business Intelligence
Even the most successful companies are performance across the business against a Of course there is more to it. Organisations
struggling to get basic information for common set of performance indicators. also need to look at where their data is
decision making purposes. housed. Seldom can it be found in one
However, this doesn’t entirely gel with what
source system, nor owned by one team. As
Companies face change from a host I see on a daily basis. Even some of the UK’s
many different parts of the organisation will
of sources, such as acquisitions, most highly regarded companies, and those
be using that data, and for many different
reorganisations, stiffening regulatory who have heavily invested in their Finance
information needs, it is not as simple as
environments and changing IT systems. teams and technology, cannot provide
saying “the business owns the data”. That is
As an organisation’s strategic priorities accurate sales or stock reports. They don’t
too vague, and leaves no one in charge.
change, so do its information needs, and have common definitions for fundamental
the constantly changing landscape makes aspects of their business such as “margin” I believe the solution lies in building a
it hard to keep disparate reporting across or “spend”. cohesive information and data governance
an organisation aligned and consistent. At framework across the organisation.
And it is this – the enforcement of consistent
times it can feel like a game of snakes and Underpinning common information standards
information standards (which includes
ladders – two steps forward, then a change, will help to foster a unified approach to data
agreed definitions for common business
and with it two steps back. management and reporting. That will offer
terms) across the organisation – that lies at
them stability to deal with an ever-changing
But how big a problem is the issue of the heart of organisations that successfully
environment, and a better shot at delivering
inconsistent information in reality? deliver trusted and useful information in a
repeatable, trustworthy insight to drive the
According to this survey, most believe constantly changing world.
right decisions.
their organisations are good at reporting
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member © 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member
8 | AN EYE ON THE FACTS firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. AN EYE ON THE FACTS | 9
3.
1. 2. EMPOWER FINANCE
BUILD THE RIGHT DATA STRUCTURE THE PROFESSIONALS
AND GOVERNANCE DELIVERY MODEL TO COLLABORATE WITH
FOUNDATION FOR SUCCESS THE BUSINESS
EFFECTIVELY
Yet in a volatile and fast moving externally, they don’t necessarily As we saw in the previous ACCA/
environment, data structures and do so frequently enough, with only KPMG report on Planning, Budgeting
Q2.
hierarchies often fail to keep pace with half of respondents completing & Forecasting, despite the vast Which one of the following do you feel is the biggest impediment to the effective and efficient use of
the changing needs of the enterprise. comparators at least monthly. amounts of data available, the use external data in the reporting process?
Acquisition, divestment or other Effective Performance Reporting of external data, in this case the
significant corporate developments has to provide management with provision of comparator performance
can mean existing data structures timely information that it can act upon information, remains predominantly
are no longer in sync with the most quickly. That includes continuous use an annual (26 percent) or ad-hoc (28
appropriate measures of value for the of comparators to give management percent) process which can impede
new strategy of the business. confidence that performance indicators the ability of organisations to raise their
remain relevant. performance to that of
A common set of consistent KPIs
market leaders.
that are sustainably maintained
and governed should encourage
comparisons to be used in
This study suggests that even where
comparators are being used, the
process remains anchored in the
Data across a number of additional, 36% 27% 12% 9% 7% 9%
external comparators enables an
Performance Reporting, such as traditional month-end and annual organisation to identify where it needs
internally across different markets/ reporting activities of Finance, to invest to catch up, and often more
functions, or externally with other rather than offering the business importantly, where it is already ahead
organisations. real-time information with proactive of the competition, but must continue
comparators. to invest to maintain or create a
However, while this study shows
competitive advantage. Data structures including quality Culture takes top-down decision Cost Technology No Don’t
businesses benchmark internally and
and volume of data regardless of what the data shows landscape perceived Know
benefit
Q1a. How often is internal benchmarking used to compare current performance across the organisation?
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member © 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member
10 | AN EYE ON THE FACTS firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. AN EYE ON THE FACTS | 11
KEY ACTIONS TO BUILD THE RIGHT
DATA AND GOVERNANCE FOUNDATION
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member © 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member
12 | AN EYE ON THE FACTS firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. AN EYE ON THE FACTS | 13
EMPOWER
BUILD FINANCE
1. 2. 3.
THE RIGHT STRUCTURE THE PROFESSIONALS
2
DATA AND DELIVERY MODEL TO COLLABORATE
GOVERNANCE FOR SUCCESS WITH THE
FOUNDATION BUSINESS
FOR SUCCESS
Organisations have invested heavily demand for the retained Finance This can be particularly acute if the
in SSCs and CoEs over the last two organisation does not shift with the shadow Finance organisation also sees
decades, usually undertaking detailed work, there is a risk of creating shadow an increase in “self-service” reporting
The structure of the Finance function, and its efficiency and effectiveness in allocating and executing its Performance location analysis to ensure they gain Finance organisations, as we saw in in the business. With technological
Reporting activities, is a huge factor in determining its impact in providing decision support to the business. the desired level of quality at a cost the first offshoring boom in the 1990s. advances continuing apace, over half
This study suggests that, while respondents advise the majority of Performance Reporting processes currently take place that they deem to be efficient. Moving of respondents to the survey said they
A retained Finance organisation that
in local business units1, a number of respondents clearly see more opportunities to house certain reporting activities away from local business units should believed that a degree of duplication
lacks confidence in the numbers
elsewhere. For example, the more transactional activities such as data cleansing/manipulation could occur in a Shared help address questions over the of reporting happened in the business
generated offshore or in captive
Service Centre2 (SSC), whilst the more value-adding activities such as the provision of standard reports and initial forward- comparability and consistency of the outside of Finance.
SSCs or CoEs is likely to recalculate
looking commentary could be housed in a Centre of Excellence3 (CoE). information being produced.
and rework the data in any case. In effect, we have a triplication of work:
However, there is a danger that Such inefficiencies contribute to the the retained Finance organisation
shifting work to a centralised location perception that Finance has not been replicating work previously undertaken
is often a solution to an above average structured to deliver the Performance in a SSC or CoE environment, and
OVER 55 PERCENT OF cost-to-serve, rather than motivated Reporting process effectively. further repetition taking place across
by a desire to increase quality. If the the business.
RESPONDENTS BELIEVE
THERE TO BE DUPLICATION
Q3.
What is your current delivery model for the reporting process? i.e. how does your organisation deliver
performance reporting?
OF REPORTING BETWEEN
FINANCE AND THE
BUSINESS
73% 17% 7% 4%
Q4.
What do you believe is the most efficient and effective delivery model for delivering
performance reporting?
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member © 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member
14 | AN EYE ON THE FACTS firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. AN EYE ON THE FACTS | 15
EMPOWER
BUILD FINANCE
1. 2. 3.
THE RIGHT STRUCTURE THE PROFESSIONALS
DATA AND DELIVERY MODEL TO COLLABORATE
GOVERNANCE FOR SUCCESS WITH THE
FOUNDATION BUSINESS
EFFECTIVELY
Q5.
What do you think are the primary reasons for organisations using predominantly onsite personnel to
THE CENTRE OF EXCELLENCE CAN LIVE UP TO ITS NAME deliver performance reports rather than offshore solutions?
Paul Coffey | Senior Manager, KPMG Financial Management
For such a grand name, the reporting business. I struggle to see how Finance can changes to the delivery model of
Centre of Excellence (CoE) tends to have transcend this reputation, when reporting is transactional processing. To lower the risk
a bad reputation. The survey showed that fulfilled by local business units, which tend of transformation failure, organisations
it is still more of a concept than reality for to be entrenched in the traditional Finance should fix the underlying data, systems
most organisations, with only 7 percent
of Performance Reporting activities
‘bean counting’ culture and thus not free to
focus on acting as a true business partner.
and processes before their move to a CoE,
rather than adopting a simple ‘lift and shift’
25% 19% 15% 15% 14% 10% 2%
currently delivered through a CoE. This mentality.
Centres of Excellence can provide more
lack of popularity comes as little surprise,
timely and qualitative information to It cannot be disputed that designing and
but I believe people’s scepticism is often
support the business. The controls over the implementing a CoE will require more
misguided. The true value of a CoE is not just
production of reports and KPIs are tighter effort than continuing with a predominantly Data security Lack of performance Implementation Cultural change Sensitivity Difficulties in Don’t
cost efficiency, but the improved effectiveness
and therefore ensures a stronger link to the locally-driven Performance Reporting reporting knowledge cost issues regarding implementation Know
of reporting and decision-making. of offshore location/ a potential of previous
strategic goals of an organisation. delivery model. However, I truly believe
The survey shows a prevailing perception that it will prove demonstrably valuable to external providers loss of IP transformations
I can understand why organisations that have
throughout organisations that Finance the business and pay back the investment
might be reluctant to invest in a CoE not delivered
remains rooted to its gatekeeper past, tenfold, enabling the CoE to finally live up expected
transformation however, particularly
rather than being a true partner for the to its name. benefit
after having lived through previous
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member © 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member
16 | AN EYE ON THE FACTS firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. AN EYE ON THE FACTS | 17
KEY ACTIONS TO STRUCTURE THE
DELIVERY MODEL FOR SUCCESS
How the rest of the business perceives consistent KPIs and an increasing LOCATIONS
Finance is one of the function’s use of technology, which both
Location analysis for Shared Services and
Centre of Excellence is traditionally driven by
cost saving requirements. However capability,
scalability and cultural fit with the organisation
Q6. Finance staff involved in performance reporting are principally seen by the organisation as… must be considered equally alongside cost
efficiency targets, whether it is captive or
outsourced.
DEMONSTRATE SECURITY
TO BREED TRUST
18% 38% 26% 15%
Finance will be one of the first to understand
3% the cost-benefit case of offshoring. However,
to prevent Finance viewing the process as a
risk, organisations need to demonstrate the
controls in place for information security.
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member © 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member
18 | AN EYE ON THE FACTS firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. AN EYE ON THE FACTS | 19
EMPOWER
BUILD FINANCE
1. 2. 3.
THE RIGHT STRUCTURE THE PROFESSIONALS
3
DATA AND DELIVERY MODEL TO COLLABORATE
GOVERNANCE FOR SUCCESS WITH THE
FOUNDATION BUSINESS
As we have already seen, building the right data foundations, putting in place robust governance structures and adapting the
delivery model might provide the backbone for delivering effective Performance Reporting, but Performance Reporting will only FINANCE MUST STEP UP TO EARN BUSINESS PARTNER STATUS
prosper if Finance personnel are properly equipped to deliver high-quality insight that supports decision making empowered with
Gavin Donaldson | Partner, KPMG Financial Management
deployment of reporting technologies.
Does the Finance function have the right few organisations seem to have deduced The survey suggests the majority of
personality to become a true business that Finance working alongside their Finance functions are still hiding behind
partner? The gut reaction from the colleagues, and having the ability to their emails and spreadsheets rather
business would probably be a ‘no’. After support and advise on strategic and than directly engaging with the business.
all, Finance professionals are rarely operational decision making will drive Finance must shed its image as a mere
thought of as extroverts, with the ability better business performance. This is service provider or it will never escape
to think outside of the box - or definitely their loss. prosaic tasks and become part of the
spreadsheet - and actively lead on decision making elite.
Many Fast-Moving Consumer Goods
strategic decision making. But in my view,
companies are in the vanguard of Finance teams must ensure that they
there is no reason why Finance cannot
change, breaking down the silos across are getting exposure to business-wide
do all of these things. Some Finance
the functions. Their Finance teams decision making to enhance their own
functions are already displaying some
have formed powerful internal alliances capability. Equally, the business has much
of these qualities, although our survey
with marketing and the wider business. to learn about Finance’s capabilities, how
shows there is evidently some way to go
Together they make Performance it can inform business decisions with
before the majority earn their business
Reporting a collaborative process; and deep insights and recommendations.
partnering stripes.
as a result their analysis is enriched by Collaboration will therefore lead to an
It comes as little surprise that world- a wealth of additional expertise and enhanced reputation for Finance and a
leading organisations tend to have the skillsets from all parts of the enterprise. step-change in decision-making in
best performing Finance functions. Yet the business.
Organisations must ensure that However, providing time is not sufficient business to interpret the data to drive
those Finance personnel that are to enable true collaboration with more effective decision making.
retained within the local organisation the business. Organisations must
Once again, the study suggests that, for
have a significant proportion of their provide their personnel with the right
many organisations, this remains work
time to devote to collaborating with environment in order to build appropriate
in progress. Only a minority received
the business. This cannot be done capabilities, some of which may not
formal training to understand the wider
while local Finance is still tied up come naturally to many technical
impact of Performance Reporting
in transactional activities, such as Finance personnel.
across the organisation (20 percent of
time-consuming data extraction and
ACCA has consistently reported the respondents). Whilst formal training is
manipulation or traditional month-end
challenges in the Finance function not the be-all and end-all for learning
activities, as the survey seems to
of demonstrating the right skills, and development, this lack of business
indicate. As mentioned earlier, over 56
such as strategic vision, stakeholder understanding is a fundamental gap
percent of respondents believe Finance
communication, commercial acumen, in the attempt to empower Finance
staff involved in Performance Reporting
and analytical capabilities. Moreover, for professionals to collaborate with the
are principally seen by the organisation
the Performance Reporting process to business effectively, and is a further
as gatekeepers of data, or providers of
“live and breathe”, Finance personnel example of why Finance remains
basic financial analysis, rather than true
must exhibit the right behaviours and somewhat rooted to its gatekeeper past.
business partners.
have the confidence to work with the
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member © 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member
20 | AN EYE ON THE FACTS firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. AN EYE ON THE FACTS | 21
EMPOWER
BUILD FINANCE
1. 2. 3.
THE RIGHT STRUCTURE THE PROFESSIONALS
DATA AND DELIVERY MODEL TO COLLABORATE
GOVERNANCE FOR SUCCESS WITH THE
FOUNDATION BUSINESS
EFFECTIVELY
Whilst there is a focus on business reports, such as drilldown capability According to the survey, this has been
Q7.
How much training is provided to staff to help them understand the process/tools behind Performance knowledge and the ‘softer’ skills that or summary dashboards, and in much a significant area of investment, with
Reporting and the level of influence it has on the success of the wider business? retained Finance requires to collaborate more of a ‘real-time’ manner, providing over 72 percent of respondents having
with the business effectively, there is the organisation with the necessary invested in a specific Performance
also a huge opportunity in implementing speed and quality that they need to Reporting tool application. However,
some of the powerful reporting tools stay ahead. almost two-thirds of those declared
available in the market. These can be that the application did not deliver the
used to provide more interaction in benefits that were expected.
None Informal training Informal training Formal training Formal training to Don’t
for new joiners for all staff for tools only understand wider Know
impact of performance
reporting in
organisation
21% 30% 36% 6% 7%
No Yes, and application Yes, but application Yes, but application Don’t Know
has delivered benefits has not delivered all has not delivered any
AUTOMATION WILL FREE FINANCE FROM UNREWARDING ACTIVITIES as expected benefits as expected benefits, and we have
reverted to excel/
Hayley Rocks | Senior Manager, KPMG Financial Management manual process
The survey suggests that the hard work of Technology is a game changer in By automating the very basic Performance
the Finance function is being unnecessarily Performance Reporting. Tools for Reporting analysis, Finance has no excuse
replicated by the business. Their lack of organisations are evolving all the time. not to become both a more desirable
direct interaction is no doubt exacerbating Inevitably organisations will sooner or business partner and a place for its
this issue. However, where organisations later cease to see the value of Finance’s own people to work. The time spent on
In addition, the majority of respondents survey suggested that the reporting ONLY 45 PERCENT OF
to the survey continue to extract data solution was dynamic, where users
can automate aspects of Performance ‘basic’ financial analysis when it can extracting and manipulating reports on a and manipulate offline, rather than can intuitively scrutinise the data in the RESPONDENTS’ REPORTS
Reporting processes, I believe we could be done cheaper and more efficiently spreadsheet and sharing over email would
see a positive change in their dynamic. with technology. This has significant be better served training Finance teams to
use source systems, resulting in more tool to provide further analysis. ARE DRIVEN DIRECTLY FROM
inefficiency, higher risk of error, less
Finance will have the time to tackle more repercussions for Finance, who will need become better business partners – a goal timely provision of information to
In addition, this survey suggest that THE SOURCE SYSTEMS
meaningful issues and deliver value to more value-adding skills to remain relevant most functions are now seeking to achieve. the provision of reports for ‘on-the-
management and poor confidence in the
the business. to the business. In this position, they will be able to validate move’ viewing is still not occurring
reporting process.
information, support the interpretation in most organisations. Whilst mobile
We are now living in an era in which Many Finance teams already have
of the reports and drive and challenge Part of the challenge with poor devices are being used more and
organisations could use automated a talent problem failing to retain
strategic decision making. This will fulfil reporting tools is the extent to which more in the consumer world, mobile-
Performance Reporting tools to conduct commercially focused staff, losing their
the needs of both the organisation manual intervention is required to friendly reporting has not yet become a
competitive, forward-looking analysis. Yet key people to more ‘glamorous’ parts of
and professional. derive the information needed. Less mainstay in Performance Reporting.
fewer than half of companies are doing the business which might come with the
so, and worrying still is the 21 percent of promise of faster career progression and than one third of respondents to the
survey respondents without reporting tools compensation.
in the first place.
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member © 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member
22 | AN EYE ON THE FACTS firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. AN EYE ON THE FACTS | 23
Q9. How are your reports delivered and viewed? Please tick all that apply. KEY ACTIONS TO EMPOWER FINANCE
PROFESSIONALS TO COLLABORATE
WITH THE BUSINESS EFFECTIVELY
21% 24% 29% 20% 5% 1%
REMOVE THE
Face to Face Directly in an email Excel/PPT doc Reporting tool Tablet/mobile Don’t TRANSACTIONAL BURDEN
meeting application know
Empower retained Finance to partner effectively
with the business by removing the burden of
transactional activity, such as data extraction
and month-end close.
Another technology growth area that solutions have the required capability OVER 67 PERCENT OF
has yet to be harnessed widely is the to be used in their Performance
advances in cloud technology. The Reporting processes. RESPONDENTS EITHER ENCOURAGE FINANCE
most common reason given was a
An uptake in mobile reporting and/ DIDN’T KNOW OR TO “STEP OUT INTO
concern over data security, with over
DISAGREED THAT CLOUD
50 percent of respondents declaring
or cloud technology solutions would
enable much easier and quicker THE FIELD”
that the information used in reports is
collaboration across functions or
SOLUTIONS HAVE THE
Retained Finance must be encouraged to
too sensitive to risk utilising
cloud solutions.
markets, enabling those involved in REQUIRED FUNCTIONALITY remove themselves from their transactional
the Performance Reporting process
TO COMPLETE THE roots and join their colleagues in the field,
In addition, there is clearly still some to almost ‘crowdsource’ intelligence playing an active role in meetings with
confusion about the functionality of in a way that could provide more of PERFORMANCE REPORTING TRAIN FINANCE OF THE suppliers, customers, contractors etc.
cloud technology, as 68 percent of
respondents either disagreed or were
in depth and bespoke analysis to the
users of the reports, especially in
PROCESSES FUTURE, NOT THE PAST This should be enabled by mobile reporting
solutions and cloud-based technology.
unsure on whether current cloud organisations with global operations. Training programmes for retained Finance
should not focus heavily on the technical/
transactional Finance processes that does not
form a large part of their day job
Training should instead be focused on softer
OVER 50 PERCENT OF skills such as communication and stakeholder
management, as well as on-the-job training for
RESPONDENTS FELT THAT
aspects such as commercial acumen. INVEST IN APPROPRIATE
CLOUD SOLUTIONS WERE
NOT SECURE ENOUGH
ENABLING TECHNOLOGY
Invest in reporting technologies that assist
TO HOLD THE SENSITIVE with data analysis and interpretation,
INFORMATION INVOLVED allowing Finance to showcase their analytical
skills and become more influential as
IN PERFORMANCE business partners.
REPORTING
Ensure that the right technology is selected
which matches your delivery model – i.e.
ensure that technology can incorporate
elements of SSCs, CoEs or outsourcing
reporting delivery models.
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member © 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member
24 | AN EYE ON THE FACTS firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. AN EYE ON THE FACTS | 25
ABOUT THE AUTHORS
ACKNOWLEDGEMENTS
We would like to thank the many people from KPMG and the ACCA who
contributed to the report, including Mark Warne-Smith and Tom Ross from
KPMG’s Financial Management team in the UK, Harriet Webster, Ben Harding and
Helen Brennan from KPMG’s SIGHT Thought Leadership team, and of course our
Subject Matter Experts who provided valuable insight to complement the survey
results and main body of the report (Nick Whitfeld, Anthony Bailey, Paul Coffey,
Gavin Donaldson and Hayley Rocks).
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member © 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member
26 | AN EYE ON THE FACTS firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. AN EYE ON THE FACTS | 27
Contact us
www.kpmg.com www.accaglobal.com
© 2015 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights
reserved. Printed in the United Kingdom.
The information contained herein is of a general nature and is not intended to address the circumstances of
any particular individual or entity. Although we endeavour to provide accurate and timely information, there
can be no guarantee that such information is accurate as of the date it is received or that it will continue to be
accurate in the future. No one should act on such information without appropriate professional advice after a
thorough examination of the particular situation.
The KPMG name and logo are registered trademarks or trademarks of KPMG International.
Designed by CREATE | November 2015 | CRT047412