Tech Solutions For IFRS: Posted At 35,000 Feet

Dina Medland

Technology can give a real boost to better corporate governance. We saw that with the tech challenge to #rethinksupplychains I wrote about on Forbes earlier this year (Competing To End Labor Trafficking in Global Supply Chains: With Technology). Making the process of documentation quick and easy is an important first step to transparency. It is also critical for compliance.

New International Financial Reporting Standards (IFRS) will address a suite of measures by the International Accounting Standards Board to overhaul accounting in the long wake of the financial crisis and to increase international regulatory cooperation.

But with less than 18 months to go before the new IFRS rules go into effect, a survey by Deloitte reveals that nearly two-thirds of banks are unclear on the effect the rules may have on their balance sheets – and uncertainty abounds.

A staggering 99% of respondents to Deloitte’s Sixth Global Banking IFRS survey said their local financial regulator had yet to say how they might incorporate IFRS 9 numbers into regulatory capital requirements. The survey included 91 banks, including 16 global, systemically important financial institutions (but excluding U.S. banks).

Almost half of banks think they do not have enough technical resources to deliver their IFRS 9 project and almost a quarter of these do not think that there will be sufficient skills available in the market to cover shortfalls, says Deloitte. Some 60% of banks either did not or could not quantify the transition impact of IFRS 9. Of the banks who responded, the majority estimate that total impairment provisions will increase by up to 25% across asset classes.

Seventy percent of respondents anticipate a reduction of up to £50 in core tier 1 capital ratio due to IFRS 9, according to the survey.

But amid the guesswork, time is running out. One answer comes from SAP; I was at 35,000 feet, en route to California to learn more when I wrote this blog. SAP has just announced the latest enhancements to its revenue accounting platform designed to help CFOs and chief accounting officers master the new IFRS 15 (which is known as ASC 606 in the U.S.) revenue-recognition standards.

It is not just the banking sector that’s taking note. These new accounting standards will apply to all entities – public, private, and not-for-profit – that have contracts with customers, and will supersede virtually all current revenue accounting requirements.

IFRS 15/ASC 606 eliminates the transaction- and industry-specific revenue recognition guidance under current U.S. GAAP and replaces it with a principle-based approach for determining revenue recognition. The change can affect companies’ reported revenue, how and when they report financial performance, and overall financial decision making.

It sounds like a discussion for the boardroom. But time to implement the new process is running out. To find out how much time you have, visit the IFRS 15 Doomsday clock here.

For more on making sense of the new IFRS regulations, see The Digitalist’s post on Wrestling With IFRS 15.

This article appeared originally in Board Talk. It is republished by permission.

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Dina Medland

About Dina Medland

Dina Medland is an independent writer, editor, and commentator with a strong focus on issues around corporate governance, ethics, and the workings of the boardroom. She is on the team of contributors to @ForbesEurope with a page on corporate leadership, the boardroom and governance, and is an ex-Financial Times permanent staff member who has been a regular contributor in recent years.

Business Payments In A Digital Economy: It’s About Timing

Chris Rauen

“When will I get paid?”

For me, the answer to that question is generally “in the middle and end of the month.” For many suppliers, though, the payment date remains a mystery. When they call their customers about payment status, the frenzy that often results may get them an answer. Or it might not.

In a digital economy, the opportunity for trading partner collaboration and self-service eliminates these calls about payments, leaving organizations more time for higher-value work. For the finance and treasury teams, one activity that can have a dramatic impact on business performance involves payment timing.

That’s because your ability to time payments can be as valuable to your business as increasing sales. Pay sooner to take advantage of early-payment discounts, and you can earn double-digit cash returns, risk free. Proactively manage payment terms, and you can extend your days payable outstanding (DPO) and free up working capital to support your business.

Cash in on discounts

For organizations with cash on hand, few opportunities compare to the cash return from early-payment discounts. That isn’t lost on the procure-to-pay lead at a global tire manufacturer. He touts the annualized earnings on discounts as so attractive that he would take them any time over DPO extension.

At BC Hydro, e-invoicing over a supplier network is helping to improve on-time payment performance and expand early-payment discounts. According to Hanif Dhrolia, BC Hydro e-commerce manager, many BC Hydro suppliers have embraced the company’s early-payment discount program to improve their cash flow and days sales outstanding (DSO).

That’s another lure of dynamic discount programs: they appeal to buyers and suppliers alike. What’s more, the flexibility of today’s dynamic discount programs go far beyond traditional, static discount programs. Here are just a few advantages:

  • Offer prorated or dynamic discounts, up to the invoice due date
  • Control the amount of cash to apply to a program
  • Set the minimum rate of return you are willing to accept for these discounts
  • Capture discounts on electronic invoices and those you process manually
  • Target new groups of suppliers that haven’t accepted discounts before

What happens when you combine an early-payment discount program with a payment term-optimization initiative? Typically, a higher uptake of discounts, and the ability to free up working capital by extending DPO. For every $1 billion in payables you extend by 15 days, you can generate more than $40 million in free cash flow. For some organizations, the scope of a working capital management initiative can involve hundreds of millions of dollars in free cash flow.

Consider some of the options for putting this cash to work:

  • Pay down debt
  • Open a new store or manufacturing plant
  • Increase research and development
  • Fund a new product line
  • Support mergers and acquisitions

If none of this is under consideration at your organization, it certainly should be. When you take a closer look, you’ll realize that, when it comes to managing payments, cash, and working capital, it is about timing.

Join us on Oct. 5 for a complimentary live Webinar. You’ll hear Hanif Dhrolia, BC Hydro manager of eCommerce, discuss procure-to-pay transformation at BC Hydro and the importance of early-payment discounts to increase cash earnings while supporting supplier cash-flow needs.

Learn how organizations are gaining instant financial insights and using them to make better decisions—both now and in the future. Register now for the 2017 Financial Excellence Forum, Oct. 10-11 in New York City.

Follow SAP Finance online: @SAPFinance (Twitter)  | LinkedIn | FacebookYouTube

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Chris Rauen

About Chris Rauen

In his role at SAP Ariba, Chris Rauen educates procurement, finance, and shared services professionals on the business value of accounts payable automation, procure-to-pay transformation, and collaboration via business networks. Chris has addressed these topics at finance and shared services conferences, in articles for trade and business publications, and in blogs for online communities. Chris has more than 15 years of experience in e-payables, and holds a B.A. in Economics from the University of California, Santa Barbara.

The Finance Leadership Playbook Part 2: Stepping Up Automation To Drive Efficiency

Michael Diehl

Part 2 of the The Finance Leadership Playbook series

Finance teams are experiencing significant stress across their spectrum of responsibility. Customer expectations, channel proliferation, constant disruption, cost reduction, and volatile economic and political outlooks are adding more risk and uncertainty to an already high-volume, complex workload. With one decision or innovation, anyone from the CFO to the payables specialist can impact how the business navigates a fast-changing world while delivering on its commitments and operating competitively.

The spotlight on finance as the business’ top strategic partner shines brighter every day. However, the pressure to perform general activities—including budgeting, forecasting, planning and analysis, invoice processing, accounting of operating expenses, payroll administration, and internal and external reporting—continues to grow as available resources to execute them dwindle.

To refocus finance’s attention on strategic tasks without neglecting daily routines, activities need to be streamlined and organized more efficiently. The Oxford Economics study How Finance Leadership Pays Off – Efficiency Helps CFOs Stay Ahead of the Pack,” sponsored by SAP, recently revealed that automation is a key enabler of this shift. Nearly three-quarters (73%) of surveyed finance executives agree that automation is improving efficiency within their organization and throughout the company, freeing bandwidth for more strategic tasks.

The value of process automation

Although process automation is not a new concept, the potential for mechanizing the majority of finance’s work is gaining significant attention. The function is reaching a turning point where emerging automation technology offers an opportunity to improve efficiency and strengthen its reputation in the C-suite. For years, organizations have moved transactional tasks to shared service centers to increase scalability and take advantage of lower labor costs. Emerging technologies such as artificial intelligence are now opening the door for another quantum leap in efficiency gains.

Take, for example, Zalando. To complete its transformation into Europe’s leading online fashion platform for women, men, and children, the company created new products and services that allow all suppliers and buyers to interact with one another and benefit from high-performance billing and provisioning capabilities. With a smart data and automation strategy, Zalando is now equipped to process at least 10 times its previous maximum transaction volume. In turn, it has significantly accelerated all financial processes—from invoice processing and dunning to closing activities—with much more confidence.

The real-time actual-to-plan cash system

The ability to accurately predict cash and liquidity needs is certainly an important aspect of finance’s role. No other activity can have a greater influence on the efficiency of use of capital, reduction of expenditures, and mitigation of emerging risk in a world where globalization, financial complexity, and extensive regulations are a constant threat of disruption.

Bundesdruckerei GmbH, an electronic identity management solutions provider, is a prime example of how to automate financial forecasting. After establishing a single view of the truth with a secure unified data platform, the company accelerated processes, such as generation of profitability analysis reports, by 40%, on average. At the same time, it dramatically improved profitability analysis with reports delivered at unprecedented speed. This powerful solution for enabling future business models is providing decision-makers with the information they need instantly and eliminating the manual work to process and analyze data to derive real-time insights.

Management of evolving regulatory change and risk

If asked what keeps them up at night, most CFOs would say that risk mitigation and compliance are top of mind. In fact, the Oxford Economics study revealed that, for 68% of participating finance leaders, these two topics are prioritized higher than any other business objective. And nearly all respondents (93%) are given decision-making authority to enforce policies for adherence to regulatory requirements.

As demonstrated by Wheels India, this stressful aspect of every finance team’s day can be streamlined to the point where risk is minimal. The steel wheel manufacturer faced an ever-growing demand for improved flexibility and transparency. In response, the company invested in a solution for governance and reduced risk of improper user access.

This implementation transformed Wheels India into a more transparent environment with:

  • 60% fewer segregation of duties violations
  • 50% faster identification, categorization, mitigation, monitoring, and reporting of risks within business processes

Securing in-the-moment action with efficiency and flexible growth

Automation technology can not only liberate finance teams from straightforward, repetitive tasks, but also more complex activities such as collections and report-writing and analysis. Leading companies like these are connecting the dots between efficiency and performance with these forms of automation. They are the ones that can take immediate action on the latest market opportunities and risks by quickly reaching conclusions and developing context-sensitive behaviors.

Further explore the benefits of each of these pillars and the technologies that support them. Check for new installments to our blog series “The Finance Leadership Playbook” and read the Oxford Economics study “How Finance Leadership Pays Off: Efficiency Helps CFOs Stay Ahead of the Pack,” sponsored by SAP.

Learn how organizations are gaining instant financial insights and using them to make better decisions—both now and in the future. Register now for the 2017 Financial Excellence Forum, Oct. 10-11 in New York City.

Follow SAP Finance online: @SAPFinance (Twitter)  | LinkedIn | FacebookYouTube

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Michael Diehl

About Michael Diehl

Michael Diehl is the director of Global Finance Audience Marketing at SAP. His specialties include go-to-market strategy, thought leadership, demand generation, digital marketing, messaging, and positioning.

Diving Deep Into Digital Experiences

Kai Goerlich

 

Google Cardboard VR goggles cost US$8
By 2019, immersive solutions
will be adopted in 20% of enterprise businesses
By 2025, the market for immersive hardware and software technology could be $182 billion
In 2017, Lowe’s launched
Holoroom How To VR DIY clinics

From Dipping a Toe to Fully Immersed

The first wave of virtual reality (VR) and augmented reality (AR) is here,

using smartphones, glasses, and goggles to place us in the middle of 360-degree digital environments or overlay digital artifacts on the physical world. Prototypes, pilot projects, and first movers have already emerged:

  • Guiding warehouse pickers, cargo loaders, and truck drivers with AR
  • Overlaying constantly updated blueprints, measurements, and other construction data on building sites in real time with AR
  • Building 3D machine prototypes in VR for virtual testing and maintenance planning
  • Exhibiting new appliances and fixtures in a VR mockup of the customer’s home
  • Teaching medicine with AR tools that overlay diagnostics and instructions on patients’ bodies

A Vast Sea of Possibilities

Immersive technologies leapt forward in spring 2017 with the introduction of three new products:

  • Nvidia’s Project Holodeck, which generates shared photorealistic VR environments
  • A cloud-based platform for industrial AR from Lenovo New Vision AR and Wikitude
  • A workspace and headset from Meta that lets users use their hands to interact with AR artifacts

The Truly Digital Workplace

New immersive experiences won’t simply be new tools for existing tasks. They promise to create entirely new ways of working.

VR avatars that look and sound like their owners will soon be able to meet in realistic virtual meeting spaces without requiring users to leave their desks or even their homes. With enough computing power and a smart-enough AI, we could soon let VR avatars act as our proxies while we’re doing other things—and (theoretically) do it well enough that no one can tell the difference.

We’ll need a way to signal when an avatar is being human driven in real time, when it’s on autopilot, and when it’s owned by a bot.


What Is Immersion?

A completely immersive experience that’s indistinguishable from real life is impossible given the current constraints on power, throughput, and battery life.

To make current digital experiences more convincing, we’ll need interactive sensors in objects and materials, more powerful infrastructure to create realistic images, and smarter interfaces to interpret and interact with data.

When everything around us is intelligent and interactive, every environment could have an AR overlay or VR presence, with use cases ranging from gaming to firefighting.

We could see a backlash touting the superiority of the unmediated physical world—but multisensory immersive experiences that we can navigate in 360-degree space will change what we consider “real.”


Download the executive brief Diving Deep Into Digital Experiences.


Read the full article Swimming in the Immersive Digital Experience.

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Kai Goerlich

About Kai Goerlich

Kai Goerlich is the Chief Futurist at SAP Innovation Center network His specialties include Competitive Intelligence, Market Intelligence, Corporate Foresight, Trends, Futuring and ideation. Share your thoughts with Kai on Twitter @KaiGoe.heif Futu

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Jenny Dearborn: Soft Skills Will Be Essential for Future Careers

Jenny Dearborn

The Japanese culture has always shown a special reverence for its elderly. That’s why, in 1963, the government began a tradition of giving a silver dish, called a sakazuki, to each citizen who reached the age of 100 by Keiro no Hi (Respect for the Elders Day), which is celebrated on the third Monday of each September.

That first year, there were 153 recipients, according to The Japan Times. By 2016, the number had swelled to more than 65,000, and the dishes cost the already cash-strapped government more than US$2 million, Business Insider reports. Despite the country’s continued devotion to its seniors, the article continues, the government felt obliged to downgrade the finish of the dishes to silver plating to save money.

What tends to get lost in discussions about automation taking over jobs and Millennials taking over the workplace is the impact of increased longevity. In the future, people will need to be in the workforce much longer than they are today. Half of the people born in Japan today, for example, are predicted to live to 107, making their ancestors seem fragile, according to Lynda Gratton and Andrew Scott, professors at the London Business School and authors of The 100-Year Life: Living and Working in an Age of Longevity.

The End of the Three-Stage Career

Assuming that advances in healthcare continue, future generations in wealthier societies could be looking at careers lasting 65 or more years, rather than at the roughly 40 years for today’s 70-year-olds, write Gratton and Scott. The three-stage model of employment that dominates the global economy today—education, work, and retirement—will be blown out of the water.

It will be replaced by a new model in which people continually learn new skills and shed old ones. Consider that today’s most in-demand occupations and specialties did not exist 10 years ago, according to The Future of Jobs, a report from the World Economic Forum.

And the pace of change is only going to accelerate. Sixty-five percent of children entering primary school today will ultimately end up working in jobs that don’t yet exist, the report notes.

Our current educational systems are not equipped to cope with this degree of change. For example, roughly half of the subject knowledge acquired during the first year of a four-year technical degree, such as computer science, is outdated by the time students graduate, the report continues.

Skills That Transcend the Job Market

Instead of treating post-secondary education as a jumping-off point for a specific career path, we may see a switch to a shorter school career that focuses more on skills that transcend a constantly shifting job market. Today, some of these skills, such as complex problem solving and critical thinking, are taught mostly in the context of broader disciplines, such as math or the humanities.

Other competencies that will become critically important in the future are currently treated as if they come naturally or over time with maturity or experience. We receive little, if any, formal training, for example, in creativity and innovation, empathy, emotional intelligence, cross-cultural awareness, persuasion, active listening, and acceptance of change. (No wonder the self-help marketplace continues to thrive!)

The three-stage model of employment that dominates the global economy today—education, work, and retirement—will be blown out of the water.

These skills, which today are heaped together under the dismissive “soft” rubric, are going to harden up to become indispensable. They will become more important, thanks to artificial intelligence and machine learning, which will usher in an era of infinite information, rendering the concept of an expert in most of today’s job disciplines a quaint relic. As our ability to know more than those around us decreases, our need to be able to collaborate well (with both humans and machines) will help define our success in the future.

Individuals and organizations alike will have to learn how to become more flexible and ready to give up set-in-stone ideas about how businesses and careers are supposed to operate. Given the rapid advances in knowledge and attendant skills that the future will bring, we must be willing to say, repeatedly, that whatever we’ve learned to that point doesn’t apply anymore.

Careers will become more like life itself: a series of unpredictable, fluid experiences rather than a tightly scripted narrative. We need to think about the way forward and be more willing to accept change at the individual and organizational levels.

Rethink Employee Training

One way that organizations can help employees manage this shift is by rethinking training. Today, overworked and overwhelmed employees devote just 1% of their workweek to learning, according to a study by consultancy Bersin by Deloitte. Meanwhile, top business leaders such as Bill Gates and Nike founder Phil Knight spend about five hours a week reading, thinking, and experimenting, according to an article in Inc. magazine.

If organizations are to avoid high turnover costs in a world where the need for new skills is shifting constantly, they must give employees more time for learning and make training courses more relevant to the future needs of organizations and individuals, not just to their current needs.

The amount of learning required will vary by role. That’s why at SAP we’re creating learning personas for specific roles in the company and determining how many hours will be required for each. We’re also dividing up training hours into distinct topics:

  • Law: 10%. This is training required by law, such as training to prevent sexual harassment in the workplace.

  • Company: 20%. Company training includes internal policies and systems.

  • Business: 30%. Employees learn skills required for their current roles in their business units.

  • Future: 40%. This is internal, external, and employee-driven training to close critical skill gaps for jobs of the future.

In the future, we will always need to learn, grow, read, seek out knowledge and truth, and better ourselves with new skills. With the support of employers and educators, we will transform our hardwired fear of change into excitement for change.

We must be able to say to ourselves, “I’m excited to learn something new that I never thought I could do or that never seemed possible before.” D!

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