© 2010 ibm corporation ibm institute for business value global banking industry point of view

© 2010 IBM Corporation

IBM Institute for Business Value

Global Banking Industry

Point of View

© 2010 IBM Corporation2 CFO Study Banking Point of View

2003

The 2010 IBM CFO Study is the fourth edition since 2003 and builds upon our primary research from 2005 and 2008

CFO Studies

Introduction

20102005 2008


CFO Study 2010 key messages

Leading Finance organizations are evolving to become Value Integrators and thereby more effective executing on their core Finance activities, monitoring business performance, driving the integration of information across the organization and managing enterprise risk. There are two capabilities that Value Integrators have focused on to improve their Finance effectiveness and contribute to enterprise outperformance.

Finance execution excellence matters more than ever. CFOs that have more efficient Finance organizations are more successful at driving operational excellence.

Finance organizations must also deliver value through analytics and business insight. Those that have strong business insight are helping drive greater value across their enterprises.

By doing both well – executing core Finance activities efficiently and providing the insight their businesses need – Value Integrators are helping their enterprises make

smarter decisions.

Source: IBM Institute for Business Value, The Global CFO Study 2010

Introduction


The Global CFO Study 2010 is the largest known CFO-level study of its kind with over 1,900 participants, 164 in Banking

Geography Enterprise Size (US$)

Title Scope of Role

Asia Pacific, 29%

EMEA, 42%

Americas, 29%

BU / Program Area, 10%

Country,34%

Region,7%

Enterprise / Global, 49%

Others, 11%

SVP / Controller / Treasurer,

15% CFO / Deputy CFO / Director,

74%

<=$500MM, 17%

$501MM to $1B, 7%

>$1B to $5B, 29%

>$5B to $10B, 9%

>$20B,21%

>$10B to $20B, 6%

Banking CFO Study 2010 Firmographics

N = 164 Source: IBM Institute for Business Value, The Global CFO Study 2010Geography = Country of Company Headquarters

20% of participants were in the Financial

Services industry, 164 in Banking.

Introduction


Our study was conducted at the height of the economic crises and comes to market as signs of a new economic environment emerge

Introduction

Source: IBM Institute for Business Value; Based on IMF Global Economic Outlook Sep. 2009, CPB Netherlands Bureau for Economic Policy Analysis 24 Dec. 2009, JP Morgan Global

Manufacturing PMI (Jul 2006 – Dec. 2009)

Liquidity driven crises

Real estate bubble burst

Failure of collateralized debt obligations

Drop in global commerce

Cost reduction pressures

Rising unemployment

Drop in commodity values

Dramatic drop in consumer demand

Increased risk, volatility and uncertainty

Subdued growth

Continued cost pressures

Continued high un-employment

Reduced global commerce and demand

End-to-end stimulus and government hand in business

Sovereign debt concerns

Industry restructuring and consolidation

Continued uncertainty, elevated volatility and risk

New Economic EnvironmentGlobal Financial Crises

Economic Environment, Recent Past and Looking Forward

-30%

-20%

-10%

0%

10%

20%

30%

2005 06 07 08 09

Oct

Emerging Asia

EmergingEconomies

World

AdvancedEconomies

2005 06 07 08 09

Nov

EmergingEconomies

World

AdvancedEconomies

30

35

40

45

50

55

Change in Industrial Production

Mfg. Purchasing Manager’s Index

Consumer Confidence

Signs of Stability


Source: The World Bank Global Development Finance 2009; Outlook summary; CFO Magazine, September 2009. Survey of 400 CFO’s: Finance Confronts the New Normal;Reuters Fri Sep 11, 2009 Fri Sep 11, 2009 - Walden Siew; Survey of 700 CPA’s: ERM Initiative at North Carolina State University in collaboration with AICPA

Independent reports confirm global economic challenges have been severe and a new operating environment is unfolding

“Several factors point to continued weakness. Unemployment continues to rise throughout the world, housing prices in many countries are still falling (adding to negative wealth effects), bank balance sheets are fragile, and much more consolidation and recapitalization required.”- World Bank, September, 2009

“A year after the collapse of investment bank Lehman Brothers, frozen credit markets are piecing themselves together again but the face of borrowing is dramatically different.”- Reuters September, 2009

“60% of CPAs believe the complexity of risks have changed “extensively” or a “great deal” in the last five years. 36% were caught off guard. 44% have no enterprise-wide risk management process, 43% do not require it and 75% indicate key risks are communicated on an ad hoc basis.”

- AICPA;AICPA Business Brief 05v1|2009

“88% of CFOs believe when the economic recovery takes hold, companies will ‘operate in a new environment.’”- CFO Magazine September, 2009

Introduction

Impact of Global Economic Challenges


This study examines how the CFO can make the enterprise smarter in an era of increased uncertainty

Introduction


The impact of the New Economic Environment on the CFO’s role

What can CFOs do to enable timely and informed decision-making?

How can the CFO help the enterprise anticipate and shape its environment?

!

?

?

What Finance model achieves the optimal mix of capabilities needed to outperform??

CFO Study 2010 Provocative Topics


Regulatory demands in the industry have put the “demand for external transparency” as the top challenge for Banking, ahead of “pressure to reduce cost base”

Industry / Sector Changes Over the Next Three Years

Banking N = 162 to 164; Global N = 1,844 to 1,905Source: IBM Institute for Business Value, The Global CFO Study 2010

Introduction

As a result of these factors, 66% of Banking Finance organizations believe that they have to make major changes to respond.

0% 20% 40% 60% 80% 100%

Demand for external transparency (e.g.,Board, shareholders, taxpayers, regulators)

Pressure to reduce cost base

Need for faster decision making

Ability to attract and retain talent

Product / service demand growth

Potential access to short-term liquidity / long-term capital

Banking Global

69%

78%

74%

56%

61%

40%

85%

76%

70%

59%

58%

48%


CFOs are taking a more prominent role as key enterprise-wide decision makers and enabling partners

Elevated Role of FinanceRole of Finance in Driving Decisions Across the Enterprise

N = 161 to 164Source: IBM Institute for Business Value, The Global CFO Study 2010

Introduction

Banking

Over 65% of Banking CFOs believe they have an advisory or decision making role on the enterprise agenda, especially around performance indicators.

43%

40%

53%

35%

61%

54%

48%

38%

48%

42%

28%

45%

14%

20%

22%

30%

0% 20% 40% 60% 80% 100%

Selection of key performance indicators

Enterprise cost reduction management

Strategic revenue planning

Capital asset management

Business model innovation / reshaping

Prioritization of resource allocation

Risk management

Information management strategy

Advisor (e.g., analysis and insight) Decision Maker (e.g., create the plan)

91%

82%

81%

80%

75%

74%

70%

68%

“The CFO function is becoming more and more critical in the current environment. Financial risk is increasing, transparency is becoming an issue, cost is a driving force. The role of the CFO is becoming more than a financial custodian…The CFO is an advisor to business; it’s a mix of control and advisory function.”

CFO, European Bank

© 2010 IBM Corporation10

CFO Study Banking Point of View

N = 164 Source: IBM Institute for Business Value, The Global CFO Study 2010

28%

19%

19%

4%

20%

28%

Core Finance

Enterprise Focused

Similar to the Global results, in Banking, Finance also needs to improve its effectiveness in order to deliver on the enterprise agenda

CFO Agenda: Importance vs. EffectivenessGap

Introduction

Importance

EffectivenessDriving integration of information across the enterprise

Driving enterprise cost reduction

Strengthening compliance programs and internal controls

Driving Finance function cost reduction

Executing continuous Finance process improvements

Developing your people in the Finance organization

51%55%

60% 80%

57% 85%

53% 72%

53% 72%

47% 75%

0% 20% 40% 60% 80% 100%

26%Supporting / managing / mitigating enterprise risk

51% 77%

17%

17%

Providing inputs into enterprise strategy

Measuring / monitoring business performance

67% 84%

66% 83%

Banking



Supporting a broader enterprise focused role requires Banks to have core Finance efficiency and strong business insight

Introduction

Addressing the Broader Enterprise Focused Role of Finance


Finance Efficiency

Business Insight

Demands on Finance

Help drive enterprise cost reduction

Support risk management

Partner in strategy and value creation

Improve access to and reduce cost of capital

Provide performance insight and anticipate

Finance Capabilities Needed



Analysis of CFO responses and objective enterprise financial measures identified enablers to deliver efficiency and insight

Finance Efficiency and Business Insight Enablers

Introduction

Low High

Corporate philosophy on information standards

Common Finance data definitions and data governance

Standard Financial chart of accounts

Standard / common Finance processes

Do not see any value in enterprise-wide standards

Enterprise-wide standards mandated for all business units

and enforced

Not adopted Enterprise-wide > 75%



Enabler

Analytical capability (operational planning and forecasting)1

People / talent (effectiveness of developing people in Finance)

Technology (deployment of a common planning platform)

Not deployed Satisfactory analytical capability

Ineffective Effective people / talent

Not deployed Deployed to a large extent

Fin

ance

Eff

icie

ncy

Bus

ine

ss I

nsi

ght

1 Also analyzed Scenario Planning, Predictive AnalyticsSource: IBM Institute for Business Value, The Global CFO Study 2010



Four Finance profiles emerge when considering capabilities on both dimensions. In Banking, on average, there are more Disciplined Operators and Value Integrators, compared to Global results

Finance Profiles

Banking N = 118; Global N = 1,478Source: IBM Institute for Business Value, The Global CFO Study 2010

Introduction

Finance Efficiency

Business InsightLow High

Low

High

26%banks

10%banks

38%banks

26%banks

23%

12%

32%

33%



Value Integrators in the Banking industry outperform, on average, other Finance profiles

Efficiency + Business Insight Contributes to Outperformance

Revenue Growth: N =72; EBITDA: N = 58; ROIC: N = 73Source: IBM Institute for Business Value, The Global CFO Study 2010

Introduction

Value Integrators in Banking also have a more than 5% better operating efficiency ratio thanall other banks.

14.7%

18.2%

8.4%8.8%

14.6%

5.6%

EBITDA Revenue Growth ROIC

67% better

25% better

50% better

5-year CAGR, 2004-2008 5-year CAGR, 2004-2008 5-year average, 2004-2008

Value Integrators

All other banks



Three key themes emerged from examining the four profiles

Delivering efficiency through standards matters more than ever

Providing business insight drives performance improvement beyond Finance

The greatest rewards come from doing both well

Themes


“We will constantly focus on the priorities of an enterprise-wide standard mandated for all business units.”

CFO, German Bank

“Driving consistent standards is a very high priority for Finance since it drives process simplicity and it aligns everyone operationally in a procedurally-focused environment.”

CFO, United States Bank



Finance organizations in Banking struggle with structural complexity issues related to automation and standards

38%

37%

26%

40%

39%

48%

26%

36%

Financial metricsproduced manually

Percent of time spent ontransactional activities

Lack of common datadefinitions and processes

Lack of a commonreporting platform

Banking N=162; N=118; N=160; N=160; Global N=1,895; N=1,478; N=1,892; N=1,888Source: IBM Institute for Business Value, The Global CFO Study 2010

Efficiency through standards

Efficiency Challenges

“…the quality of the existing management information should be enhanced and improved. Too many spreadsheets and handwork.”

CFO, Netherlands Bank

Banking Global



IBM’s CFO Study 2008 revealed that enterprises with Integrated Finance Organizations outperformed due to enterprise-wide standards

Integrated Finance Organizations and the Finance Profiles


Efficiency

Business InsightLow High

Low

High


Integrated FinanceOrganizations

• Corporate philosophy on Information standards - mandated and enforced

• Strict adherence to common Finance data definitions and data governance – enterprise-wide

• Implemented a standard Financial chart of accounts – enterprise-wide

• Use of standard / common Finance processes - enterprise-wide



-5.0%

13.1%

Finance Efficiency Contributes to Financial Outperformance

Revenue Growth: N = 102; EBITDA: N = 89; ROIC: N =104Source: IBM Institute for Business Value, The Global CFO Study 2010

6.3% 6.1%


Enterprises with high Finance efficiency

All other enterprises

Return on Invested Capital5 Year Average (2004-2008)

Revenue Growth5 Year CAGR (2004-2008)

EBITDA5 Year CAGR (2004-2008)

Banking

16.6%

13.2%

Banks with high Finance efficiency are rewarded financially



Effectiveness Benefits of Finance Efficiency

Banks that have adopted standards and increased Finance efficiency are performing better


Finance Efficiency Helps the Enterprise React to External Forces

Banking N=163Source: IBM Institute for Business Value, The Global CFO Study 2010

Banking Global

74%

62%

Enterpriseswith Finance

efficiency

All otherenterprises

% Better

19%

78%

72%


efficiency


% Better

8%

Global N = 1,886



Accelerator #1: Process Ownership

84%

36%


efficiency


Banking N = 159Source: IBM Institute for Business Value, The Global CFO Study 2010

% More

133%


Banks that establish process ownership are far more likely to achieve the standards that enable Finance efficiency

Adoption of Process Ownership

81%

33%


efficiency


% More

145%

“Centralization of management information is important to gain oversight. Finance is owning the Master Data Management definitions”


“Half of the breakdowns occur in Finance because of a lack of ownership. Successful Finance functions need to constantly ensure staff are clear on accountability and roles and responsibilities”


Banking Global

Global N = 1,870



A common ledger platform drives a greater adoption of standards, and in banking this holds true even more

Accelerator #2: Common Ledger and Accounting Transaction Applications

87%

51%


efficiency



% More

71%


Implementation of a Common Ledger and Accounting Transaction Applications

91%

62%


efficiency


% More

47%

While a significant number of Finance organizations have implemented a common platform, there remains a number of challenges still to be tackled including improving data quality and enterprise data integration.

Banking Global

Global N = 1,875



52%

35%


efficiency


Alternative delivery models enforce the adoption of standards

Accelerator #3: Alternative Delivery Models for Transactional Activities

% More

49%

Enterprise-wide Shared Services /Centers of Excellence or Outsourcing Adoption



49%

29%


efficiency


% More

69%

“We have put shared service centers and centers of excellence at the point of greatest efficiency”


“…reorganize to a central shared services model with client facing Finance supporting the business units…”

CFO, Canadian Bank

Banking Global

Global N = 1,892







Themes


“Measuring and monitoring the business is seen as the most important area of responsibility since controls and risk are considered inherent to the Finance department.”

CFO, Swiss Bank

“Business analytics will become more important to us in the next three years.”

CFO, Australian Bank



Rear View Forward-Looking View

The following are examples of business insight from rear view to forward-looking view


Business Insight

Business insight

• What happened?

• How many, how often?

• Where exactly is the problem?

• Why is this happening?

• What actions are needed?

• What will happen next?

• What if these trends continue?

• What are the risks or opportunities?

Key Business Questions

Examples of Business Insight

Current View

• Balance sheet, profit and loss, and cash flow statements

• Revenue and cost variance analysis

• Customer, product and market profitability

• Spend optimization• Working capital analysis• Market, customer and

channel pricing• Sales and supply chain

effectiveness

• Cash forecasting• Scenario-based

planning and forecasting

• Strategic investment decision support

• Volatility and risk-based predictive and behavioral modeling



In Banking, there are challenges to effectively delivering business insights due, again, to structural complexity

Banking N=160; N=118; N=160; N=163; Global N=1,889; N=1,466; N=1,864; N=1,903Source: IBM Institute for Business Value, The Global CFO Study 2010

Business insight

46%

52%

58%

39%

49%

55%

53%

44%

Lack of a commonplanning platform

Not statisfied withoperational planning and

forecasting analyticalcapability

Operational metricsproduced manually

Poor to average atanticipating external

forces

Business Insight Challenges

Banking Global



Most objective financial data validates that decision making supported by business insight contributes to enterprise outperformance

Business Insight Contributes to Financial Outperformance

Revenue Growth: N =72; EBITDA: N = 58; ROIC: N = 73Source: IBM Institute for Business Value, The Global CFO Study 2010

Business insight

8.8%

5.0%

Finance organizations with strong business insight

All other enterprises

Return on Invested Capital5 Year Average (2004-2008)

Revenue Growth5 Year CAGR (2004-2008)

EBITDA5 Year CAGR (2004-2008)

Banking

9.2%

15.4%

18.1%

14.0%



76%

61%

Financeorganizationswith strongbusinessinsight


Effectiveness Benefits of Business Insight

Finance organizations with strong business insight are performing better

Business insight

Business Insight Helps the Enterprise Anticipate External Forces


% Better

25%

Global N = 1,471

% Better

39%

71%

51%



Banking Global



Finance organizations with business insight have automated production of financial metrics, which facilitates faster and more efficient insight

Accelerator #1: Timely Metrics

Business insight

Impact on Analytics SatisfactionHigh Automation

% More

54%FinancialMetrics

% Better

78%

Banking

% More

28%FinancialMetrics

% Better

29%

Global


Banking: N = 116; Global N = 1,454

Global N = 1,454



Finance organizations with business insight have automated production of operational metrics, which facilitates faster and more efficient insight

Accelerator #1: Timely Metrics

Business insight


Banking N = 114; Global N = 1,428

Impact on Analytics SatisfactionHigh Automation

% More

67%Operational

Metrics

% Better

23%

Banking

% More

42%Operational

Metrics

% Better

39%

Global



53%

35%



41%

36%



Finance organizations with business insight establish operational data standards, providing insight based on a common “truth.” In Banking, on average, there are more challenges in defining non-financial data standards, compared to Global results

Accelerator #2: Establishment of Non-Financial Data Standards

Business insight

% More

14%

High Adoption of Non-Financial Data Standards

Global N = 1,449Banking N = 114Source: IBM Institute for Business Value, The Global CFO Study 2010

Banking Global

% More

51%

“We are very strict on financial information and it is from a single source. We use a warehouse concept to control data definition and request for information enterprise-wide”


“Enterprise data warehouse build will enforce single source of the truth.”








Themes


“The CFO can influence the organization and is increasingly important and involved in strategic direction…need to have integrated financial information for decision making.”

CFO, South Africa Bank

“Near real-time planning / forecasting functionality is becoming essential.”

CFO, UK Bank



Value Integrators in Banking outperform, on average, other banks in Revenue Growth and EBITDA

Efficiency + Business Insight Contributes to Outperformance

Revenue Growth: N = 72; EBITDA: N = 58; ROIC: N = 73Source: IBM Institute for Business Value, The Global CFO Study 2010

Efficiency + Business insight

Value Integrators also have a more than 5% better operating efficiency ratio than all other companies examined.

Return on Invested Capital5-year average, 2004-2008

Revenue Growth5-year CAGR, 2004-2008

EBITDA5-year CAGR, 2004-2008

Fin

an

ce

Eff

icie

nc

y

Business Insight

15.6%

18.2%

11.8% 18.0%

10.8%

14.7%

6.8% 4.5%

Business Insight

5.3%

9.8%4.4%

8.4%



Value Integrators are more effective across the entire CFO Agenda

N = 1,454 to 1,469Source: IBM Institute for Business Value, The Global CFO Study 2008, 2010


Effectiveness Across the Full CFO Agenda

Driving integration of information across the enterprise

Providing inputs into enterprise strategy

Supporting / managing / mitigating enterprise risk

Value Integrators

Driving enterprise cost reduction

Strengthening compliance programs and internal controls

Driving Finance function cost reduction

Executing continuous Finance process improvements

Developing your people in the Finance organization

Measuring / monitoring business performance

Percent more effective than baseline

140%100%80%60%0% 20% 40%

DisciplinedOperators19% Better

ConstrainedAdvisors

33% Better

ValueIntegrators59% Better

Scorekeepers(Baseline)

0%

120%

Constrained Advisors

Disciplined Operators

Scorekeepers

Global



Value Integrators drive broader improvements in data and analytics, process, technology and people

What Do Value Integrators Do Differently?



Data and Analytics

Process

Technology

• Improve information delivery• Drive data integrity• Use different approaches to help the

enterprise make decisions

• Focus on next tier process improvements

• Rationalize and standardize analytical technologies

People• Drive risk management through CFO direct

reports of Controls and Risk Management



Value Integrators drive broader improvements in data and analytics, process, technology and people

N = 112 to 115Source: IBM Institute for Business Value, The Global CFO Study 2008, 2010


Streamlined information delivery

Value Integrators

Percent adopted

100%80%60%20% 40%

Constrained AdvisorsDisciplined Operators

Electronic data capture at the source

Systematic data cleansing and auditing

Business risks in performance reporting

Utilized automated workflow tools

Measurement & monitoring of processes

Common reporting platform

Common planning platform

What Do Value Integrators in Banking Do Differently?% More

74%

16%

75%

11%

54%

43%

50%

0%

8%



People are the essential enabler in all Finance teams. Significant attention is devoted to enhancing analytical and insight skills



People: Imperatives for Building the Finance Team

#1 Attract and retain the right talent

#2 Provide business analytics and insights training

#3 Develop leadership skills

“Performance management will be more effective if the competencies of Finance staff will be strengthened by more communication and advisory skills… growth in decision support by developing the competencies of staff.”


“Talent management is a big factor for us. Ensuring that talent can grow with the business. Learning capabilities are needed to be sure to advance the organization.”

CFO, Jamaica Bank

“In our transformation of Finance, we find talent management the most critical item.”

CFO, Canadian Bank



Being a Value Creator: The Path Forward

The Path Forward




The Path Forward

Paths to Higher Value

CFOs aspiring to evolve their Finance Model to higher capability should address performance gaps with specific action plans

Finance Efficiency

Business Insight

Low High

Low

High

Value Integrators can maintain their advantage through a program of continuous improvement to sustain capabilities and value

Constrained Advisors have good business insight, constrained by structural complexity, therefore address process and data standards to improve efficiency, accuracy and speed

High efficiency enabled by process and Finance data standards suggests Disciplined Operators focus on maturing business insight and partnering capabilities

Scorekeepers can attempt a direct path to become Value Integrators. This will involve establishing Finance efficiency while simultaneously building business insight capabilities. Alternatively, a staged approach can also be done



The Scorekeeper is characterized by low efficiency and business insight capabilities, suggesting three possible paths


The Path Forward

With the proper mandate, sufficient resources and executive support, Scorekeepers should consider simultaneously addressing efficiency and business insight capabilities.

Alternatively, a staged approach would suggest 1) addressing a Process and Data Standards foundation (efficiency first), then leveraging that to deploy improved business insight capabilities next or 2) addressing business insight capabilities first and then follow with standards

Suggested Focus Areas

Findings: Scorekeepers lack the standards that are foundational and essential to excel in either Core Finance or Enterprise-Focused activities

– Establish process owners and drive to process commonality– Benchmark processes to identify underperforming areas and redesign– Establish and enforce Finance data standards, as broadly as possible– Rationalize and deploy a common Finance technology platform– Increase automation of data acquisition and integration– Drive error processing and reconciliation functions close to the source– Consider accelerating the journey with less risk and cost by migrating to an established and proven platform– Build upon improved Core Finance infrastructure to deploy leading analytical capabilities



The Constrained Advisor has low efficiency and high business insight, so the focus should be on standards and efficiency


The Path Forward

Current inefficiency may be making analytic support difficult & complex for Constrained Advisors. Addressing structural complexity inherent in Finance can help improve efficiency, timeliness and integrity of analysis.


Findings: Constrained Advisors have advanced their analytical capabilities without addressing standards that improve speed, efficiency and reliability

– Establish process owners for core Finance and decision support processes– Target core Finance processes to improve efficiency and speed– Drive data standards for financial and operational metrics and analysis models– Leverage commonality to automate more with technology



The Disciplined Operator is characterized by high efficiency but low business insight, so the focus should be on business insight


The Path Forward

Building upon a solid foundation of Finance efficiency, Disciplined Operators can concentrate on developing the high-value skills and tools required to provide forward-looking analytical support to the business. With their fiduciary and reporting responsibilities demanding less executive attention, they can invest more effort in becoming Value Integrators.


Findings: Disciplined Operators have more advanced Core Finance capabilities and are positioned to leverage a foundation of standards to deploy analytics

– Apply process ownership and standards to decision support processes– Apply data ownership and standards to analytical data and operational metrics– Attract and retain higher order talent and deploy decision support COEs– Drive commonality into the decision support technology platform– Deploy advanced analytical models such as predictive modeling as deeply into operational systems as feasible



The Value Integrator is characterized by both high efficiency and business insight capabilities, so the focus should be on “sustaining”


The Path Forward

Value Integrators have achieved the requisite balance of efficiency and business insight to effectively partner on Enterprise-Focused activities.


Findings: Value Integrators can maintain their advantage through a program of continuous improvement to sustain capabilities and value

– Adopt a continuous improvement program to sustain and expand current capabilities– Deploy a robust governance and succession program for process and data management– Increase focus on attracting and retaining talent– Expand focus on value creation analysis to drive further performance improvements– Protect from downside performance by embedding risk into performance analytics– Embed risk measures and predictive analytics into operational systems and processes



Conclusions

They have implemented common process and data standards across their organizations to increase speed and curtail reconciliation and duplication. With reliable, integrated information as their springboard, they have also developed the talent, technology and analytical capabilities to proactively uncover and communicatebusiness insight.

By executing their core financial activities efficiently and providing the insight their businesses so desperately need, Value Integrators are helping their enterprises make smarter decisions.

Value IntegratorsHow can the CFO help the enterprise anticipate and shape its environment?

What can CFOs do to enable timely and informed decision-making?

What Finance model achieves the optimal mix of capabilities needed to outperform?

Finance Efficiency Business Insight

How can you increase the effectiveness of Finance to satisfy rising expectations?

How do you drive the integration of information across the enterprise?

How do you control costs and improve productivity?

How do you ensure data integrity to produce valid insights?

Do you have the business insight to drive performance improvement beyond Finance?

Does your Finance organization have the talent to provide forward-looking insight?

The CFO Study reveals that Value Integrators provide compelling insights into how the CFO can make the enterprise smarter in an era of increased uncertainty

© 2010 ibm corporation ibm institute for business value global banking industry point of view

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