In today’s healthcare landscape, technology is instrumental in facilitating the strategies of healthcare business leaders. Technology also provides these executives with access to the critical data that they need for decision making, planning, and forecasting.
In many aspects of healthcare, we see indications of change, with movement toward new payment models and investments in infrastructure to support the delivery of value-based care. Cost control remains a top financial lever, but the discipline is becoming more complex. From a brute-force perspective, controlling cost has a direct effect on operating margin, which provides the classic move of cost control through cost cutting. Now, though, organizations need new command over cost factors themselves.
Savvy healthcare organizations are embracing strategies to simultaneously improve the bottom line and care quality. Sometimes responsible for two separate aspects of the health system, now CFO and CNO collaboration is vital to a hospital’s success.
Artificial intelligence is no longer the stuff of science fiction. Led by advances being made in academia and Silicon Valley, computing power is growing at an unprecedented and accelerating rate. As AI becomes more prevalent in finance software, the question facing you, the finance leader, isn’t whether it will change your job, but how to prepare for its arrival.
This paper is a primer designed to help you develop an AI strategy for your finance team. You’ll understand key concepts about this revolutionary technology, including how it works, why finance specifically stands to benefit, and how to apply AI in a way that returns the most value to your team.
The finance team’s data analytics skills put CFOs in the driving
seat of digital change. Read the Economist Intelligence Unit report now to learn:
• How finance helps other business units meet their digital ambitions
• Why finance needs to make data visible across the business
• Why it’s important to develop metrics for digital success
After talking to 27 leading CFOs, the Economist Intelligence Unit finds that the finance team’s data analytics skills put the CFO in the driving seat of digital change.
The result is that the CFO has a new responsibility to:
• Help other business units meet their digital ambitions
• Make relevant data visible across the business
• Develop goals and metrics for digital success
Watch the webinar
Published By: Workday
Published Date: Aug 07, 2018
From the rise of data analytics to new needs in budgeting, the shift to value-based medicine is bringing a fresh set of challenges to healthcare CFOs. How can you best meet these new demands and turn change into opportunity? This Becker’s Hospital Review eBook compiles 10 must-read articles that offer executive tips, actionable insights, and noteworthy trends for healthcare finance technology.
In Q4, 2009, ENTERPRISE MANAGEMENT ASSOCIATES (EMA) analysts worked with ASG to research how executives in IT and within the lines of business use dashboards to gain holistic insights into IT services as they impact business outcomes.
Published By: Dell EMC
Published Date: Aug 23, 2018
“Si les outils de conception 3D existent depuis quelque temps déjà, la consumérisation de la réalité virtuelle fait émerger des solutions de visualisation à un rythme sans précédent. La visualization a atteint un tel niveau que les concepteurs peuvent désormais créer des images photoréalistes de produits dans des environnements naturels avec plus de rapidité et de précision. Cela permet une commercialisation encore plus rapide et donne aux clients la possibilité d’expérimenter le produit par eux-mêmes, sans encourir les coûts réels de prototypage et de modélisation. Ce guide est conçu pour vous donner un aperçu des tout derniers développements en matière de visualisation et présente nos nouveaux centres d’excellence sur la réalité virtuelle, situés à Limerick, Cork, Paris, Francfort, Dubaï, Santa Clara et Austin, où vous pourrez découvrir les atouts de ces technologies.”
Directeur exécutif et directeur général
Financial services firms are turning to Business Spend Management (BSM) as a Strategic Solution
Beset by competitors and burdened by ever-shifting regulatory requirements, financial services firms are turning to cloud-based technology to gain better control over—and visibility into—spending. In the process, they are becoming fiercer competitors.
Download this ebook for insights into how you can improve your organization's financial health and how:
A cloud complete-BSM solution can track and measure all purchasing activities, identifying patterns that provide opportunities for negotiating discounts, and better managing risk
To increase savings across source-to-contract, procure-to-pay, travel & expense management, as well as risk and supplier management
Modern technology enables the finance function to take cost-management to a deeper level—without investing in IT infrastructure
Visibility remains a huge challenge for CFOs in today’s dynamic and ever-evolving business environment.
A study of more than 500 CFOs and senior finance executives conducted by the Economist Intelligence Unit (EIU) and commissioned by Coupa, reveals that more than 60 percent of CFOs lack complete visibility into the transactions within their organization. Sound familiar?
Read the report to learn how CFOs are responding in a rapidly evolving world where new technologies, uncertainty, and emerging threats abound. The report also includes five qualitative interviews with the CFOs from Ally Financial, Driftwood Acquisitions and Development, Hays, Micron Technologies, and Zendesk.
Traditional business models are getting shattered by subscriptions. No one can doubt the new services economy is flourishing. The cloud, mobile, digital, connected devices, globalization - all these things have had a hand in reshaping business and powering new business models. Companies today are wrapping service-based business models and while this shift adds new complexities for finance and has major revenue recognition implications, it also gives finance leaders huge opportunities to become bigger value creators for their business and make a stronger impact on enterprise-wide strategies - not financials.
Mention artificial intelligence (AI) to a person on the street, and you'll conjure up Hollywood visions ranging from the humanity-crushing Skynet of the Terminator series to the robot love interests in Her or Ex Machina. Perspectives on the tangible impact of AI similarly range from Elon Musk's declaration of AI as "the greatest risk we face as a civilization" to IBM Chief Science Officer Dr. Guruduth Banavar's belief that "we've never known technology that can have a greater benefit to all of society than artificial intelligence". The reality, especially in the short term, likely lies somewhere between these extremes.
Published By: SAP SME
Published Date: May 09, 2017
As funções de finanças em pequenas e médias empresas (PMEs) estão evoluindo para ficarem à altura das necessidades em constante mudança das empresas. E os que comandam a função de finanças estão convencidos de que o sucesso futuro pode depender da habilidade de usar uma tecnologia de informações sofisticada para acompanhar o ritmo das mudanças.
Esses foram os temas de destaque no recente estudo global conduzido pela CFO Research e patrocinado pela SAP. Como parte de uma pesquisa global com empresas de todos os portes, a CFO Research entrevistou mais de 1.000 profissionais de finanças de pequenas e médias empresas para entender melhor a visão da função de finanças e o que os profissionais de finanças consideravam a possível fonte do sucesso futuro. Nesta pesquisa, as PMEs foram definidas com receitas anuais entre US$10 milhões e US$1 bilhão.
The finance team’s data
analytics skills put CFOs in the driving
seat of digital change. Read the
Economist Intelligence Unit report now to learn:
• How finance helps other business units meet their digital ambitions
• Why finance need to make data visible across the business
• Why it’s important to develop m
or digital success
After talking to 27 leading CFOs, the Economist Intelligence Unit finds that the finance team’s data analytics skills put the CFO in the driving seat of digital change.The result is that the CFO has a new responsibility to:
• Help other business units meet their digital ambitions•Make relevant data visible across the business• Develop goals and metrics for digital success
Published By: Dell EMC
Published Date: Feb 23, 2017
During the course of research efforts in the all-flash array (AFA) space, IDC is still encountering IT executives, particularly CIOs and CFOs, who have an outdated perspective on relevant cost metrics for comparing all-flash solutions with legacy hard disk drive (HDD)–based systems. In IDC's view, flash is an absolute requirement for performance reasons in any 3rd Platform computing environment. While most understand the need for flash performance, there is still a subset that does not view the broader use of flash in the enterprise as cost effective
Download this whitepaper to see how advanced technologies such as big data, cloud computing, mobile devices, and enterprise access to in-memory platforms, predictive analytics, and planning software can help CFOs make better and more sophisticated use of data, influence decisions, and take practical, timely action.
In May of 2015, CFO Research conducted a global survey of senior finance executives at large companies, to examine the pressures they face in providing timely, accurate cash reporting and cash forecasting to business decision makers across the enterprise. This report is based on 371 survey responses from CFOs, treasurers, and other senior finance and treasury executives at companies with more than $250 million in annual revenues, representing a broad range of company segments.
In May of 2015, CFO Research conducted a global survey of senior finance executives at large companies, seeking to better understand how finance leaders aspire to support business decision makers in the pursuit of value creation—and how leading-edge financial planning and business analysis capabilities factor into those aspirations. This report is based on 335 survey responses from senior finance executives at companies with more than US$500 million in annual revenues, representing a broad range of company segments.
Download this report to learn more about nine key changes identified in this research that have started to transform the finance function of today, and five actions finance professionals at all levels can take to prepare themselves for tomorrow’s career.