Contents
01
04
02
Digital disruption
05
03
07
04
05
26
06
29
02
I have no idea.
Scoring
Business leaders may not have a good understanding
of all that happens in finance, but they do know what
they want. Financing the company. Getting the books
right. Forecasting performance. And help making better
decisions. Is your finance organization ready to do that?
01
02
03
04
05
06
03
04
05
06
Digital disruption
01
02
03
04
05
06
05
Digital disruption
01
Unstructured is different
The massive growth of structured data
is challenging enough, but the amount of
unstructured data from video, photographs, and
text raises analytical challenges that many finance
organizations arent prepared for. Many have
neither the technology nor the talent to keep up.
02
03
04
05
06
06
07
03
04
05
06
08
05
06
09
01
Core modernization
02
Cloud
Process robotics
Visualization
Exponentials
03
04
05
06
Advanced analytics
Cognitive computing
In-memory computing
Blockchain
Cloud
01
02
For companies that want flexible, scalable
services without incurring large startup costs
or technical debt associated with IT architecture
and code maintenance, cloud is made to order.
According to Gartner, at least 25 percent of new
core financial application deployments in large
enterprises will be cloud software-as-a-service
(SaaS) by 2018.2
Agility and
efficiency with
everythingas-a-service
Crunch time
Be not afraid. Cloud services come with
legitimate cyber and security concerns
that must be taken seriously. But there
are also numerous finance applications
where cloud simply makes too much
sense to ignore. Top applications for early
adoption include planning, budgeting,
forecasting, procurement, expenses,
reporting, and payroll.
03
04
05
06
11
Cloud in action
01
02
03
04
05
06
12
Process robotics
01
02
Robotics and automation have fundamentally
reshaped global manufacturing, upending
conventional thinking about distribution channels,
supply chains, and labor costs. But thats just the
tip of the iceberg. From call center management
to inventory tracking to the Internet of Things,
and more, innovative applications of automation
have been bubbling up in nearly every industry
and business function. Even in finance.
Faster, cheaper,
better
03
04
05
06
Crunch time
Theres no need to reinvent the wheel.
Many finance organizations have
discovered good opportunities to reduce
costs and improve productivity through
process robotics. Avoid analysis paralysis
by choosing a proven application and
diving in.
13
04
05
06
14
Visualization
01
02
Making the leap from raw data to actionable
insights is a priority for many enterprises. With
human attention spans today running at only
eight seconds,9 we require methods and tools
that allow us to more quickly decipher the everincreasing volume of data available.
Making information
accessible
03
04
05
Crunch time
Its often assumed that visual analytics
tools themselves will provide insights
out of the box. They generally dont.
Like anything else, finding effective
solutions requires sifting through
options, experimenting, and then
settling on an approach that works
for your unique needs.
06
15
Visualization in action
01
02
03
We have to be
able to expand the
information we
provide and have it
easily accessible. At
the end of the day,
thats the strategic
part. The fun part.
04
05
06
16
Advanced analytics
01
02
Having effective planning, forecasting, and
profitability analysis means a lot to business
leaders. Fortunately there are proven ways for
finance to get better at it, including predictive
modeling. Many companies are already making
significant analytics investments in these areas.
Deeper insights,
better predictions
03
04
05
06
17
Finance organizations
are becoming
transformation agents
and data scientists,
quite frankly.
04
05
06
18
Cognitive computing
01
02
Cognitive computing is a general term that
covers machine learning, natural language
generation, speech recognition, computer vision,
and artificial intelligence. Taken together, these
tools simulate human cognitive skills, grinding
through mountains of data to automate insights
and reporting in real time.
Automating
insights
Crunch time
Choose reading and writing. Natural
language science (NLS) enables
companies to read things like contracts
and purchase ordersand to tackle
them at high volumes without human
intervention. In addition, natural
language generation can supplement
routine reports with narrative
commentary using personalized text.
These applications are a good place
to start.
03
04
05
06
19
04
05
06
20
Speech recognition
Speech recognition is the ability
to accurately transcribe and
understand human speech.
Computer vision
Computer vision is the ability
of computers to identify objects,
scenes, and activities in natural
visual environments.
05
06
21
In-memory computing
01
02
Dealing effectively with digital information
requires a technical architecture that can handle
massive data sets, without sacrificing availability
or timeliness. Thats what in-memory technology
delivers. Key applications include transaction
processing, event processing, distributed caching,
and scenario modeling.
Manage more
information about
more transactions
Crunch time
Get your geek on. Where do you need
fast access to analyze a high volume of
concurrent transactions? Where would
automated notifications in real-time
enable better decision-making? Where do
you need dynamic big data calculations in
milliseconds? You cant address these
questions without diving deep into
dataand in-memory technology
enables that to happen.
03
04
05
06
22
In-memory is one
of the most exciting
areas for finance
because of the
possibilities it creates
in providing insights
for unlocking value
from big data.
04
05
06
23
Blockchain
01
02
Crunch time
Wait and see. Developments in blockchain
are moving forward steadily, especially in
financial services, where companies could
see $20 billion in annual savings by
2022.25 Market forecasts indicate that 80
percent of the worlds largest banks will
have initiated blockchain projects by the
end of 2016.26 Even if youre not in
banking, keep an eye on what financial
institutions are doing. Current obstacles
to blockchain adoption should eventually
be resolved, and it will likely be coming
your way.
03
04
05
06
24
Blockchain in action
01
02
03
Anything I could
say about adopting
blockchain would be
idle speculation at this
stage. You can quote
me on that.
04
05
06
25
03
04
05
06
26
03
04
05
06
27
Culture
Clear ambitions give people the
opportunity to understand where
they can push boundaries and
drive innovation. Previous
generations of finance
professionals worked in an
environment that valued
predictability. Those in the newer
generations tend to seek more
experimentation, innovation, and
progress. With every new hire,
your finance culture can become
more and more ready for the
digital world.
Skills
The skills needed for digital finance
are different from what has been
needed in the past. Finance talent
today needs a solid knowledge of
technology and data science, as
well as a deep understanding
of the business itself.
Engagement
What would it take for people to
see your organization as actively
and fully committed to them and
their goals? Getting there is key to
having a more engaged and
inspired workforce.
04
05
06
28
M: Hello. Maria in
marketing here.
J:
J: Funny.
M:
Ha ha. Im serious.
01
02
03
04
05
06
29
03
04
05
06
30
01
02
03
04
Call me.
05
06
Scoring
This report about finance in a digital world was
developed, in part, using confidential interviews with
CFOs at some of the worlds leading companies.
Those ongoing interviews reflect our commitment to
understanding what finance organizations are already
doing in response to emerging digital forcesas well as
what they expect to see in the future.
31
Lets talk
01
Author
Steven Ehrenhalt
Principal, US and Global Finance
Transformation Leader
Deloitte Consulting LLP
Tel: +1 212 618 4200
Email: hehrenhalt@deloitte.com
02
Key Contributors
Jessica L. Bier
Managing Director, US Human Capital
Finance Transformation Leader
Deloitte Consulting LLP
Tel: +1 415 783 5863
Email: jbier@deloitte.com
Girija Krishnamurthy
Principal, US Oracle Finance
Transformation Leader
Deloitte Consulting LLP
Tel: +1 714 241 5161
Email: gkrishnamurthy@deloitte.com
David E. Carney
Principal, US Strategy & Operations
Finance Leader
Deloitte Consulting LLP
Tel: +1 212 313 2856
Email: dcarney@deloitte.com
Matt Schwenderman
Principal, US Finance Technology
& Workday Financials Leader
Deloitte Consulting LLP
Tel: +1 215 246 2380
Email: mschwenderman@deloitte.com
Kelly Herod
Principal, US SAP Finance
Transformation Leader
Deloitte Consulting LLP
Tel: +1 214 840 1911
Email: keherod@deloitte.com
Anton Sher
Principal, US Digital Finance Leader
Deloitte Consulting LLP
Tel: +1 213 553 1073
Email: ansher@deloitte.com
Matt Soderberg
Principal, US Digital Finance
Robotics & Cognitive Automation
Leader
Deloitte Consulting LLP
Tel: +1 214 840 7726
Email: msoderberg@deloitte.com
John Steele
Principal, US SAP Finance
Transformation Leader
Deloitte Consulting LLP
Tel: +1 404 631 2777
Email: johnsteele@deloitte.com
03
04
05
06
Adrian Tay
Managing Director, US Digital
FinanceAnalytics & Insights Leader
Deloitte Consulting LLP
Tel: +1 213 688 3212
Email: adtay@deloitte.com
32
Endnotes
12. Ibid.
4. Oracle, https://www.oracle.com/index.html,
accessed October 10, 2016; SAP, http://go.sap.com/
index.html, accessed October 10, 2016
5. Deloitte Experience
6. The CFO Program, CFO Signals
7. Deloitte Experience
8. Ibid.
13. Ibid.
14. The CFO Program, CFO Signals
23. Ibid.
01
02
03
04
05
06
33
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK
private company limited by guarantee (DTTL), its network of member
firms, and their related entities. DTTL and each of its member firms
are legally separate and independent entities. DTTL (also referred to as
Deloitte Global) does not provide services to clients. Please see www.
deloitte.com/about for a detailed description of DTTL and its member
firms. Please see www.deloitte.com/us/about for a detailed description
of the legal structure of Deloitte LLP and its subsidiaries. Certain services
may not be available to attest clients under the rules and regulations of
public accounting.
This publication contains general information only and Deloitte is not,
by means of this publication, rendering accounting, business, financial,
investment, legal, tax, or other professional advice or services. This
publication is not a substitute for such professional advice or services, nor
should it be used as a basis for any decision or action that may affect your
business. Before making any decision or taking any action that may affect
your business, you should consult a qualified professional advisor.
Deloitte shall not be responsible for any loss sustained by any person who
relies on this publication.
Copyright 2016 Deloitte Development LLC. All rights reserved.