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The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew and act anew…
“
“
5
more transparency
escaping the vortex
…and begin to release the potential to create new value
Catalyst Strategist
Steward Operator
7
people were compensating for deficiencies
FinanceAnalytics
we gain efficiencies though modernization of technology and process
FinanceAnalytics
8
and gain effectiveness though modernization of people and information
FinanceAnalytics
to elaborate, we are…
9
Inconsistent business logic
Unstructured, unrepeatable
data * ComputerWorld
90% of spreadsheetscontain at least 1 error*
Offline data
removing the duct tape!
simplifying the Rube Goldberg machines
10
modernizing the role of finance, too
http://youtu.be/3EadrFE2o3E
mindful of the effects
How we perceive what we build
How others perceive what we build
11
current overall solution
BI
Summary Financial Data(Actual, Budget, Forecast)
GL Detail from MS
AX Countries
Summary Data fromNon-MS AX
GLs
CCOA and CCME
SummaryFinancial Data
(Actual)
Business Viewpoint(Mappings and Hierarchies)
FSR
Controller(CCUS)
TM1Close
Analytics
TM1Plan, Budget,
Forecast
IBM Cognos Products
Other Vendor Products
Operational Data Store and EDW Controller (CCI)
Feeder Systems:PeopleSoft and Other GL Systems,
BoB, Ratings, Rates, Occupancy, etc.
13
Cognos TM1
from g/l to financial statements
automate
Financial Statements(Internal &
External Views)
VarianceCommentary
control
0
2
4
6
Analysis
standardize
Source Summary Trial Balances
MONTHLY INCOME
STATEMENT TEMPLATE
Fiscal Year
2013
Period
Apr
Business Unit
808 - LOS ANGELES MARKET
Currency
USD - Constant
Collapse / Expand
Collapse All
CM Act Adj vsCM Act Adj vs
CM Act Adj vsCM Act Adj vs
CM Act Adj vsCM Act Adj vs
CM FcstCM Fcst %
CM BdgtCM Bdgt %
PYSM Act AdjPYSM Act Adj %
4110 - POSTING/PREMIER REVENUEPOSTING REVENUE
1,357,8341,357,834
0
0.0% Variance due to higher than anticipated occupancies.
1,193,425164,409
13.8% Variance due to a 12% higher than
1,083,697
274,136
25.3% Variance due to both higher blended
4110 - POSTING/PREMIER REVENUEPREMIER PANEL REVENUE
648,308648,308
0
0.0% Variance due to higher than anticipated occupancies. New 624,435
23,873
3.8%
643,769
4,539
0.7%
4130 - BULLETIN REVENUE
BULLETIN REVENUE
3,522,7043,522,704
0
0.0%
3,487,083
35,621
1.0%
3,446,694
76,010
2.2%
4140 - WALLSCAPE/SPECTACULAR/SCAFFLWALLSCAPE/SPECTACULAR/SCAFFLD324,286
324,286
0
0.0%
270,000
54,286
20.1% While rate remained relatively flat to budget, 261,880
62,406
23.8% Our strongest driver was Occupancy
4150 - DIGITAL SIGN REVENUEDIGITAL SIGN REVENUE
1,392,576 1,392,576
0
0.0% Digital Losses from LA City Decis ion
3,298,735(1,906,159)
(57.8%) Decrease due to LA City Decision to force LA 2,989,708
(1,597,132)
(53.4%) Decrease due to LA City Decision to
4180 - SHELTER REVENUE
SHELTER REVENUE
520,550520,550
0
0.0%
455,891
64,659
14.2% Increases due to better packaging of shelter 430,555
89,995
20.9% Strongest Drivers here were
4200 - EMBELLISHMENT/SS/PRODUCTION EMBELLISHMENT/SS/PRODUCTION80,066
80,066
0
0.0% Since we've been trending high on production revenue we 203,646
(123,580)
(60.7%) Since we've been trending high on
276,223
(196,157)
(71.0%) Losses of production revenue from
4270 - OTHER REVENUE
OTHER REVENUE
2,7112,711
0
0.0%
4,081
(1,370)
(33.6%)
617
2,095
339.6%
NET REVENUE
+ REVENUE
7,849,0357,849,035
0
0.0%
9,537,296(1,688,260)
(17.7%)
9,133,144(1,284,108)
(14.1%)
5101 - POSTING
OPERATING EXPENSE
74,45074,450
0
0.0%
70,851
(3,599)
(5.1%)
66,943
(7,507)
(11.2%)
5201 - BULLETIN DIRECT
OPERATING EXPENSE
20,68820,688
0
0.0% Variance due to vinyl we produced for Panda Expense that was 10,472
(10,216)
(97.6%) Variance due to vinyl we produced for Panda 10,390
(10,298)
(99.1%) Variance due to vinyl we produced for
5204 - EMBELLISHMENTS
OPERATING EXPENSE
5,4635,463
0
0.0%
5,076
(387)
(7.6%)
4,070
(1,393)
(34.2%)
5205 - ROTATE
OPERATING EXPENSE
145,888145,888
0
0.0% Variance due to high wage/premium wages due to higher 117,401
(28,488)
(24.3%) Variance due to high premium wages of $17 104,956
(40,933)
(39.0%) Variance due to high premium wages
5206 - WALLSCAPE/SPECTACULAR/SCAFFOOPERATING EXPENSE
24,76824,768
0
0.0% Variance due to timing of Utah Tourism Campaign. We had 46,554
21,786
46.8% Variance due to timing of Utah Tourism
86,236
61,468
71.3% Variance due to timing of Utah
5250 - TRANSIT
OPERATING EXPENSE
00
0
0.0%
0
0
0.0%
1,423
1,423
100.0%
5251 - SHELTER
OPERATING EXPENSE
92,38992,389
0
0.0% Variance due to savings in outs ide services as we train our 103,047
10,658
10.3% Variance due to savings in outs ide services 105,364
12,975
12.3% Variance due to savings in outside
5254 - DIGITAL SIGNS
OPERATING EXPENSE
26,03026,030
0
0.0%
28,118
2,089
7.4%
27,778
1,748
6.3%
5260 - SIGN SHOP
OPERATING EXPENSE
30,69130,691
0
0.0% Variance due to lower embellishment revenue.
19,671(11,020)
(56.0%) Comment Required
19,489
(11,202)
(57.5%) Comment Required
5310 - MAINTENANCE - CAPITALOPERATING EXPENSE
00
0
0.0%
0
(0)
0.0%
(0)
(0)
0.0%
5402 - INDIRECT OPERATIONSOPERATING EXPENSE
98,48198,481
0
0.0%
100,454
1,973
2.0%
107,619
9,138
8.5%
5403 - GARAGE
OPERATING EXPENSE
67,19367,193
0
0.0% Variance due to lower than anticipated repairs on vehicles. We 69,542
2,348
3.4%
64,835
(2,358)
(3.6%)
5410 - SAFETY/ENVIRONMENTALOPERATING EXPENSE
9,3149,314
0
0.0%
7,286
(2,027)
(27.8%)
6,697
(2,616)
(39.1%)
5411 - MAINTENANCE - EXPENSEOPERATING EXPENSE
109,224109,224
0
0.0% Variance due to Daktronics reduction as a result of Digital 115,193
5,969
5.2%
115,669
6,445
5.6%
5412 - ELECTRICAL
OPERATING EXPENSE
168,886168,886
0
0.0% Electrical Accrual added back $21K. The remaining variance 205,797
36,911
17.9% Electrical Accrual added back $21K. The 197,905
29,019
14.7% Electrical Accrual added back $21K.
5414 - TAKEDOWNS
OPERATING EXPENSE
11,91911,919
0
0.0%
10,867
(1,052)
(9.7%)
3,812
(8,107)
(212.7%)
5510 - SITE LEASE
OPERATING EXPENSE
2,562,1272,562,127
0
0.0%
2,534,049(28,078)
(1.1%)
2,560,123
(2,004)
(0.1%)
5520 - REAL ESTATE
OPERATING EXPENSE
45,56745,567
0
0.0%
44,666
(902)
(2.0%)
41,932
(3,635)
(8.7%)
5532 - PUBLIC AFFAIRS
OPERATING EXPENSE
40,63040,630
0
0.0% Variance due to un-used contributions as we had to focus
79,442
38,812
48.9% Variance due to low outside service fees as 85,380
44,750
52.4% Variance due to reclass of Fiona
5598 - SALES
OPERATING EXPENSE
433,039433,039
0
0.0% Variance due mostly to commission expense in two parts 1) 500,837
67,798
13.5% Variance due mostly to commission expense 478,843
45,804
9.6% Variance due mostly to commission
5599 - MARKETING & PROMOTIONSOPERATING EXPENSE
27,70427,704
0
0.0% Variance due to missed billing from Arbitron from PY when
22,093
(5,611)
(25.4%)
23,977
(3,727)
(15.5%)
5731 - G&A
OPERATING EXPENSE
81,43081,430
0
0.0% Variance due to an improvement in Bad debt expenses as this 124,520
43,090
34.6% Variance due to an improvement in Bad debt 79,546
(1,884)
(2.4%)
5820 - LEGAL
OPERATING EXPENSE
00
0
0.0%
336
336
100.0%
0
0
0.0%
5880 - FACILITY/OFFICE
OPERATING EXPENSE
52,90352,903
0
0.0% Variance due to lower telephone expense
57,925
5,023
8.7%
57,515
4,612
8.0%
5890 - INSURANCE
OPERATING EXPENSE
90,81990,819
0
0.0%
92,280
1,461
1.6%
90,319
(500)
(0.6%)
5891 - TAXES/LICENSES
OPERATING EXPENSE
289,815289,815
0
0.0%
292,571
2,756
0.9%
283,494
(6,321)
(2.2%)
OPERATING EXPENSES+ OPERATING EXPENSE
4,509,4184,509,418
0
0.0%
4,659,046149,628
3.2%
4,624,316
114,898
2.5%
OIBDAN
+ ALL ACCOUNTS
3,339,6173,339,617
0
0.0%
4,878,250(1,538,633)
(31.5%)
4,508,827(1,169,210)
(25.9%)
9110 - DEPRECIATION
OTHER EXPENSE
1,024,3731,024,373
0
0.0%
1,004,408(19,965)
(2.0%)
1,012,578
(11,794)
(1.2%)
9120 - AMORTIZATION
OTHER EXPENSE
(4,032)(4,032)
0
0.0%
(4,032)
(0)
0.0%
(4,032)
0
0.0%
DEPRECIATION & AMORTIZATION+ OTHER EXPENSE
1,020,3401,020,340
0
0.0%
1,000,375(19,965)
(2.0%)
1,008,546
(11,794)
(1.2%)
9150 - G/L ON SALE OF OPERATING ASSETOTHER EXPENSE
00
0
0.0%
(356)
(356)
100.0%
(356)
(356)
100.0%
OTHER INCOME & EXPENSE+ OTHER EXPENSE
00
0
0.0%
(356)
(356)
100.0%
(356)
(356)
100.0%
NET INCOME
+ ALL ACCOUNTS
2,319,2772,319,277
0
0.0%
3,878,230(1,558,953)
(40.2%)
3,500,637(1,181,359)
(33.7%)
Commentary
CM Bdgt
PYSM Act Adj
CM Act AdjCM Fcst
Commentary
Commentary
…capturing the story behind the numbers
variance commentary…
14
BI on TM1…
…oh yes we did!
we keep building
on the foundation
balance sheetforecasting
cash flowforecasting
CAFÉ
rolling forecasts
AP and AR analytics
automated tie-outs
operationaldata
international localization
taxation dashboards
Vision2013Drive Growth. Manage Risk. Optimize Performance.
May 19-22, 2013 l JW Marriott Grande Lakes, Orlando, Florida
Preliminary Conference Guide
13
ibm.com/software/analytics/vision
Financial and Operational Performance Management
1072A Gentle Migration from IBM Cognos Planning to IBM Cognos TM1 at Northrop Grumman
Speaker(s): Geoff Springfield, Northrop Grumman; Christopher Poll, Northrop Grumman
Northrop Grumman’s Information Systems sector has been using IBM Cognos products since 2004. In that time, the company has developed robust planning and forecasting functionality. But as the data sets and number of contributors grew, the organization needed to boost performance to answer the demands from users. However, rather than an immediate swap to IBM Cognos TM1, Northrop Grumman implemented a gradual migration that enabled users to reap many of the benefits as quickly as possible. Users were able to see improved reporting and greater data visibility before they even knew the words “Cognos TM1.” Attend this session to learn how users were able to keep the look and feel they were used to, and achieve the performance they needed.
Session Type: Best Practices Level: Intermediate
1075Migrating from IBM Cognos Planning to IBM Cognos TM1 at Washington University: Tips, Tricks, and Hurdles
Speaker(s): Jean Shuler, Washington University in St. Louis; Matt Frederick, eCapital Advisors
Washington University in St. Louis has a very large IBM Cognos implementation, with over 300 budgeting and 500 reporting users. The university originally developed it annual budgeting applications using IBM Cognos Planning. But because of the large model sizes and the need for more real-time analysis and reporting, WUSTL decided to migrate its Cognos Planning applications to IBM Cognos TM1. The migration project was successful and there were several learning experiences along the way. Attend this session to hear about the project and see a live demo of the university’s new Cognos TM1 model and user analysis capabilities.
Session Type: Tips & Techniques Level: Introductory
1077Cooking up Savings
Speaker(s): Tim Dungan, Lone Star Steakhouse|Texas Land & Cattle Steak House| Firefly Kitchen & Bar; Robert Hardin, Perficient
As part of the spin-off from Brinker International, Romano’s Macaroni Grill, with more than 200 locations, was faced with creating a new analytics environment from scratch. After an initial success with IBM Cognos Express, Macaroni Grill migrated to IBM Cognos Business Intelligence and IBM Cognos TM1 to drive its financial planning and analysis programs. In a competitive market, it is crucial to get timely operational data to support the team in the field and determine where to allocate resources to improve sales and decrease labor costs. In this session, you’ll learn how the finance team at Macaroni Grill incorporated operational data to meet the needs of its line-of-business leaders and bridge the divide between finance and operations.
Session Type: Best Practices Level: Introductory
1079Modernizing Finance at Clear Channel Communications
Speaker(s): Brandon Turner, Clear Channel; Anthony D’Ugo, Deloitte and Touche LLP
Faced with a processing, data, systems and talent crunch, executives at Clear Channel Communications charted a path forward to modernize their finance analytics capabilities. Too often, organizations fall into a systems-led approach and constrain their ability to realize true business value even before they start. At this session, you’ll learn the strategies and techniques that Clear Channel used to successfully implement IBM Cognos Business Viewpoint, IBM Cognos TM1, IBM Cognos Business Intelligence, IBM Cognos Controller, and IBM Cognos Financial Statement Reporting (FSR). This project is an ideal example of modernizing finance analytics capabilities using a business-led and technology enabled approach.
Session Type: Product Level: Intermediate