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July 2012, Iss. 3

Tackling operational planning, reporting, CPM software grows diverse

This is how you know when you’re using corporate performance management (CPM) software correctly: The software doesn’t matter so much.  That is Scott Rottmann’s claim. The managing director at Morgan- Franklin, a McLean, Va., consultancy focused on performance improvement, Rottmann asserts that most important is determining what kind of data the CPM software needs to discover and analyze—before starting financial planning initiatives.  “Once you figure out what’s important, the tool just falls into place,” he said. “Everybody has smart IT organizations, and they’re good at configuring databases to get at data that they need. The hard part is actually determining what they need.”  MorganFranklin recently worked with Neustar, a clearinghouse and directory services provider, in setting up a financial planning and accounting system in three weeks. One of the first things Neustar’s IT staff and Morgan- Franklin did was arrange a meeting with Neustar’s chief financial officer to find out what he needed. As it turned out, the CFO was ...

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