Successfully implementing Enterprise and Corporate Performance Management (EPM/CPM) methods can be a challenge. There are barriers from managers including resistance to change and their fear of being measured and being held accountable. 

Other issues involve the impact of artificial intelligence (AI) and robotic process automation (RPA) on the accounting profession including replacing jobs with a computer. 

Finally, organizations stumble when they cannot figure out ways to get started implementing the EPM/CPM methods. 

This presentation addresses these. It provides advice to overcome the barriers. It describes 5 impacts on AI and RPA and how accountants can mitigate the risk and threats from AI and RPA. 

Finally, it provides ways to quickly implement EPM/CPM methods in less than 3 weeks, not many months. By implementing the full vision of EPM/CPM organizations can improve their operational and financial performance.

Course Objectives:

• How to view enterprise and corporate performance management (EPM/CPM) as the seamless integration of managerial methods rather than as a process.

• Understand how business analytics is an advance over business intelligence and where Big Data fits in.

• How to identify and differentiate strategic KPIs in a balanced scorecard and operational performance indicators (PIs) in dashboards.

• How to properly calculate product, service-line, channel, and customer profitability for analysis, insights and actions.

• How to perform “predictive accounting” for capacity-sensitive driver-based budgets / rolling financial forecasts, what-if analysis, and outsourcing decisions 

• How to overcome implementation barriers such as behavioral resistance to change and fear of being held accountable.

• How artificial intelligence (AI) and robotic process automation (RPA) will impact the accounting profession.

• How to implement EPM/CPM methods in 3 weeks using a rapid prototyping with iterations method.

Course Outline:

Many organizations struggle answering these types of questions:

• How well do our managers and employees understand our executive team’s strategy?

• Are we measuring the right metrics?

• If we are measuring key performance indicators (KPIs), are they “balanced” between financial outcomes and the non-financial measures related to customer loyalty, process improvement, employee learning & growth, and innovation?

• Are we measuring too many strategic KPIs where many are arguably operational performance indicators (PIs)?

• Are our product and service-line costs accurate? Or are our accountants mis-allocating indirect expenses (i.e., overhead support)?

• Do we measure non-product channel and customer costs to report profit or loss by each customer?

• How effective is our annual budgeting process? Does its benefit exceed the costs to produce it?

• Is the budget out of date within a few months after it is published?

• Do experienced managers “pad” their department’s budgets?

• Is consolidating cost center budgets bottom-up cumbersome?

• Do we understand incremental / marginal expense analysis classifying the behaviour of our resource capacity expenses as sunk, fixed, step-fixed, or variable based on the planning time horizon?

• Are many of our decisions based on intuition or experience rather than on fact-based data?

• How much competency does our organization have with analytics?

• How much resistance to change does our organization have that is slowing our adoption rate of progressive managerial methods?

Key Take Aways

To learn about the EPM/CPM methods, the barriers and obstacles slowing the adoption rate to implement the EPM/CPM methods, and the impacts of artificial intelligence (AI) and robotic process automation (RPA) on the accounting profession.

What You Get:

• Training Materials

• Live Q&A Session with our Expert

• Participation Certificate

• Access to Signup Community (Optional)

• Reward Points

Who Will Benefit:

• CxOs

• CFOs

• Financial officers and controllers

• Managerial and cost accountants

• Financial and business analysts

• Budget managers

• Strategic planners

• Marketing and sales managers

• Supply chain analysts

• Risk managers

• CIO and information technology staff

• Board of Directors