ibm chief financial officer
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Ibm chief financial officer rovio ipo price

Ibm chief financial officer

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If you were to poll IBM executives, it's something that they'd all say, now it's time to get the returns," Schroeter said in the conference call. That has impacted our margins So yes, it is time for us to get the returns.

We have invested quite heavily. The strategy is right. We hear it from our clients every day. The places that we are moving them to and the work we do in the core is highly , highly valuable to them. So I think now, to shorthand that, is yes. Now it's time. Skip Navigation. Investing Club. Key Points. Quarterly earnings that beat expectations Revenue falls short of analyst estimates 20th straight quarter of year-over-year revenue declines.

VIDEO The company's shares dropped more than 5 percent after hours. Indeed, these technology innovations have converged to allow finance unique access to vast amounts of data, resulting in new opportunities to assess, manage and invest scarce capital resources into the best commercial opportunities. The importance of Finance has now reached unprecedented levels.

These include better technical skills in finance and risk management, deeper industry and operations knowledge and, naturally, analytics competency. Addressing the scope of Enterprise Risk Management ERM requires a level of organization collaboration that can be difficult to implement for most organizations. A study commissioned jointly by IBM and APQC found that more than two-thirds of the nearly respondents had at least one significant risk event in the previous year, and that only 20 percent of organizations had both anticipated and reasonably estimated the impact of that event.

Yet 56 percent of the respondents identified strategic risks as being managed with the least mature risk management processes. These ERM misfires are caused by three major factors: 1. Organizations do not understand the true scope of risk management 2. Organizations fail to shine the light on the clouding factors and undertake key steps to scatter the clouds. While some companies have been moving toward implementing more formalized ERM programs — establishing a Chief Risk Officer position, investing in systems, analytics and data management, and hiring necessary talent to perform analysis, predict and quantify risk events — the vast majority are far behind where they need to be.

The first step toward creating a robust ERM program encompasses understanding the scope of risk management and nurturing collaboration and preparedness. The challenge for most enterprises is how to implement an ERM program, instill a culture prepared to deal with risk events and learn from inevitable mistakes. A new view of ERM is required to enable organizations to clear the clouds, see risk in a new light, have better long-term vision and, ultimately, be ready to act when lightning strikes.

To receive a full copy of Clearing the Clouds: Shining a light on successful Enterprise Risk Management , visit: www The need to make strategic and profitable business decisions — faster — has never been greater. Yet they must continue to deliver better business outcomes: higher revenue, lower costs, reduced risk and accurate predictions.

Never has the need for business insights been more acute. Better business insights can only be achieved through business analytics. Business analytics delivers actionable insights to decision-makers about every aspect of business performance: results, trends, emerging threats, and new market opportunities. Many organizations are steadily improving their ability to use analytics to drive better outcomes.

And the more analytics is integrated into the business, the more likely that business will outperform. For example: 1. Using improved forecasting and reporting, Blue Mountain Resorts was able to reduce labour costs and excess inventory for an ROI of more than 1, percent — in just one month's time. By standardizing its financial close process, Huntsman Corporation was able to reduce audit fees and increase productivity for a five-week ROI of more than 1, percent.

By measuring your company's "Analytics Quotient" AQ , you will learn how ready it is to apply insight to strategy, processes and tactics and how effectively it can act based on past performance, current results and future possibilities. The higher a company's AQ, the better its business outcomes will be.

Evaluate your AQ today with an online AQ self-assessment: www. A global marketplace offers business leaders the promise of new customers, along with the threat of new and highly agile competitors. In this environment, business and information technology IT must be aligned, and operational performance strategies must be maximized. However, many of the attributes that delineate midsize companies — smaller staffs, less tolerance for risk and a keen focus on costs — deter them from making changes to their existing operating environment.

IT budgets often remain frozen, and IT staff spends much of their time maintaining applications instead of completing mission-critical initiatives. Application outsourcing can be a powerful growth strategy — doing non-core work with lower cost resources and then directing the savings in time and money to high value projects that drive growth.

Research scientists at the IBM T. Analysis of the financials of publicly traded companies that entered into a large-scale outsourcing program over a five-year period revealed a correlation between outsourcing and significant improvement in business performance. The results showed that companies that outsource experience significant improvements in financial performance compared to previous performance levels.

Smart outsourcing reduces the cost and risk of developing and maintaining the necessary skills in-house. The savings in time, people and money can be invested in projects that help ensure a ready response to competitive pressure and new market opportunities. Complex societal, economic, political and environmental pressures are placing intense demands on public sector organizations to make smarter decisions, deliver results and demonstrate accountability.

Analytics provides the mechanism to make sense of the data so governments can respond with informed decisions. How are public institutions applying analytics today while planning for the future? IBM interviewed more than public sector leaders from around the world to find out how they are advancing their analytics competency.

Dependability of data is also a concern. As a result, most public sector organizations are spending more time collecting and organizing data than analyzing it. To capitalize on its potential, analytics must become a core management competency. To do this, organizations must narrow their focus to four strategic imperatives: 1. Focus on outcomes to move beyond issues 2.

Orient the management of information around its use 3. Use analytics-enabled insights to meet specific objectives 4. Model and embed analytics discipline in management practices Analytics competency is the next managerial innovation in the public sector, and a tremendous opportunity exists for governments and public institutions to use the growing mountain of data to make better fact-based decisions.

Visit www. From the CFO perspective, there is always room to drive greater cost efficiency in the IT environment. The question is what are the best-value investments — and how can they boost revenue? More than 60 percent of survey responders to a recent Forrester Research study said their top technology priorities were ones that improve efficiency, address risk and enable innovation.

CFOs are especially interested in projects that demonstrate near-term payback and the ability to generate significant savings within the first year. However, sometimes the most effective path forward is not always obvious. Carefully reassessing IT operations can uncover hidden costs and highlight opportunities for infrastructure optimization.

It is possible to consolidate the workloads of up to 20 servers onto just one machine and reduce server management costs by up to 70 percent. Similarly, by combining voice, data and video traffic onto an IP network, total telephony costs can be reduced by up to 20 percent annually and fuel ongoing efficiency and productivity gains. Desktop virtualization is another promising source of cost savings, with centralization providing ROI of up to 40 percent in months.

Drive new productivity The longer that value can be derived from existing investments, the better for your bottom line. Finding new ways to use existing equipment can be achieved through network optimization, resulting in savings up to 30 percent annually. In addition, business security and protection of the entire network should be a priority to avoid losses related to downtime.

Outsourcing noncore business processes can also achieve new economies of scale. Now is the time for CFOs to uncover the key lessons of the last three years to plan for and beyond. David Axson, author of the best selling Best Practices in Planning and Performance Management recommends CFOs renew their commitment to risk management and analytics, which are fast becoming the two principal differentiators of successful Finance organizations.

Effective CFOs explicitly address risk and uncertainty — financial, reputational and technological — in order to make rational, profitable decisions. At the same time, companies who view analytics as a daily discipline are better able to identify profit opportunities and quickly translate them into opportunity.

Today's enterprises are increasingly relying on Finance to help them navigate the volatile global business climate. The Journey to a Value Integrator is a case study-based report that follows the successful transformation of 15 high-performing enterprises interviewed in the IBM Global CFO Study - capturing trigger points, lessons learned, key success factors and value realized along the way. How do they do it? Value Integrators excel at two things: 1 achieving finance efficiency through process and data consistency, unlocking the power of analytics and 2 using business insight to drive enterprise performance.

Change is never easy, but the ability to cope with future challenges while taking advantage of opportunities can result in considerable rewards. Those aspiring to transformation success can leverage the lessons learned from the study participants as they, too, undertake the journey to becoming a Value Integrator.

In every industry, in every part of the world, senior leaders wonder whether they are getting full value from the massive amounts of information their organizations already have. New technologies collect more data than ever before, yet many organizations still seek better ways to obtain value from their data and compete in the marketplace. Knowing what happened and why it happened are no longer adequate.

Leaders need to know what is happening now, what is likely to happen next and, what actions they should take for optimal results. To help organizations understand the opportunity of information and advanced analytics, the MIT Sloan Management Review partnered with the IBM Institute for Business Value to conduct a survey of nearly 3, executives, managers and analysts working across more than 30 industries and countries. For analytics-driven insights to be consumed — that is, to trigger new actions across the organization — they must be closely linked to business strategy, easy for end users to understand, and embedded into organizational processes to take action at the right time.

To read the report on how the smartest organizations are embedding analytics to transform insights into action, Click here. Something big and bad strikes your enterprise. Perhaps it is caused by nature or unforeseen problems. Maybe your organization suffered through its own version of an underwater oil well explosion.

Or maybe business is simply tanking. When there is no mechanism to plan for risk, there can be no preparedness -- just the lucky and the unlucky. Risk can arrive without warning and deliver the same devastating effect. Managing enterprise risk is a critical and growing discipline that can make or break CFOs. Fortunately, knowing their antidotes can drive clarity for your ERM efforts.

Good ERM may ultimately determine if your organization - and especially you — will be seen by the world as a hero, a lucky fool, or the worst of villains. Visit here. According to Gartner Research, data centres consume 30 to 80 times more energy per square meter than traditional office space -- resulting in energy costs that are a primary area of concern for CFOs. The CFOs polled also indicated that for the majority, the facilities division has the accountability for data centre energy consumption in their company.

Only 30 percent said that the data centre energy costs either reside in, or are moving to, the CIO budget. CFOs can change the behaviour in their organizations by placing the responsibility of energy cost management squarely in the hands of the CIOs who drive the use of IT to support the business. Be sure you ask your CIO to include capital and operating costs in your data centre decisions.

Forward-thinking CFOs are finding new ways to save money through more efficient management of company data centres and server rooms. A recent study from IBM Research shows that IT outsourcing can facilitate future decisions for business and IT executives while satisfying shareholder demands for better return on investment. Using a rigorous statistical approach, the IBM Research team analyzed the financials of publicly traded companies that entered into a large-scale IT outsourcing program between and No longer just a vehicle for cost savings and operational efficiency, top companies are tapping into outsourcing to fuel their business performance, and especially their profitability.

To read the complete IBM study, visit www In just a few short years, St. Unfortunately, growth in IT capacity requirements was rapidly outpacing system availability. Glenn Vollebregt, Sr. A need for centralized technology with virtual servers pointed the way to a modular, scalable solution.

SLC installed a fully functional scalable modular data centre from IBM that allows the college to pay only for what it needs today while easily expanding as future needs dictate. The built-in efficiency of the scalable, modular design allows the college to meet growing capacity requirements, while saving money on capital and energy costs.

To do that, the college reduced the server count from 70 to 12, and traded the unreliable air conditioning for an efficient, high density solution which significantly reduces power consumption. And that is no longer the case. A good solid investment needs to have a green component. If you take into account the full life cycle of costs, green projects can definitely stand on their own", Vollebregt states.

Lawrence College solution. Click here. Managing maintenance for your car is relatively easy. The car manual contains a printed maintenance schedule and check-off list. You just need to take it in for service at the recommended intervals.

However, this manual methodology of managing maintenance for one individual asset will not scale-up for a plant or facility with thousands of complex and critical pieces of equipment. In fact, companies in asset-intensive industries spend as much as 5 to 10 percent of revenues on asset maintenance - a tempting target for cost reduction.

To be cost competitive on a global basis, automation is needed to drive the required productivity and yield along with flexibility to meet changing customer demands. To ensure optimal maintenance, a company needs a modern Enterprise Asset Management EAM system, which is used to manage maintenance including labour, inventory, service contracts and reports. Good maintenance management improves many of the financial measures of a business with reductions in costs for production and maintenance, and assets for inventory and equipment.

To learn more about EAM, Click here. In a world fraught with uncertainty, what are today's CEOs doing to strengthen their situations against competitors? What strategies are the most successful organizations employing to tap into new opportunities, and overcome the barriers to growth? To find out, we conducted over face-to-face interviews—the largest known study of its kind with CEOs from companies of all sizes across 60 countries, representing 33 industries.