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  • Aligning sales performance management with corporate strategy

    Multiple layers of software tools and business processes are needed to ensure that sales performance serves a company's strategic goals -- and the bottom line. Continue Reading

  • Can CPM software handle rolling forecasts?

    Manufacturing provides a compelling case for why CPM software must get better at handling complex operational needs such as rolling forecasts. Continue Reading

  • Tap the analytical capabilities of corporate performance management

    With few companies today taking advantage of the analytical capabilities in corporate performance management software, some industry insiders say, it's no wonder many are struggling to achieve their objectives. But organizations that have treated CPM software as both a business intelligence and budgeting and forecasting tool say it has guided business planning in a real way.

    This three-part guide covers how to extend the reach of CPM software so that it impacts operations such as manufacturing, sales and service on the bottom line. First, management consultant Dean Sorensen drills down on the real meaning of integration as it pertains to CPM. Organizations need to fully understand the term -- and how to practice it -- to achieve key planning and performance management objectives. Next, Emma Snider, former SearchFinancialApplications site editor, reviews the differences between the 2013 and 2014 Gartner Magic Quadrants. They're minute, but "there are definitely some changes happening," said analyst Christopher Iervolino. The co-author of the 2014 CPM Suites Magic Quadrant explains how cloud and analytics are driving innovation in CPM. To close, veteran technology reporter Linda Rosencrance returns to the subject of integration. She digs up five tips to help integrate operation and financial data to drive process improvements in the enterprise. Continue Reading

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