Copyright © 2019, Oracle and/or its affiliates. All rights

Copyright © 2019, Oracle and/or its affiliates. All rights reserved.


R E I N V E N T I N G O R A C L E

O R A C L E ’ S J O U R N E Y T O T H E C L O U D

K I M B E R LY E L L I S O N - TAY L O R

E X E C U T I V E D I R E C TO R , F I N A N C E T H O U G H T L E A D E R S H I P

M AY 2 3 , 2 0 1 9



Safe Harbor Statement

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, timing, and pricing of any features or functionality described for Oracle’s products may change and remains at the sole discretion of Oracle Corporation.

3

4


About the report

Agile Finance UNLEASHED

2nd Survey conducted by the American Institute of CPAs

(AICPA) and sponsored by Oracle

~700 Finance Professionals across

• United States• Canada• Brazil• Mexico• United Kingdom• France• Germany• UAE• Saudi Arabia• Australia• Singapore• India• Japan • select sectors

Organization Leaders

NEW

Finance Leaders Surveyed

-20% Chief Finance Officers

-23% Finance Directors, Chief

Accounting Officers or Financial

Controllers

Remainder – Senior Executives in

finance including directors of

Finance Transformation


Digital Finance Operating Model

6

Operational Excellence Digital Intelligence Business Influence

Driving process automation at scale, re-engineering legacy finance processes, and keeping a “digital-first, cloud-first” mindset

Connecting data enterprise-wide, using AI to uncover hidden patterns, and gaining a clear view of which data has the most value to the business

Partnering with the business, using data-driven insights to recommend new courses of action, and influencing business strategy


• Collaborate with IT on best approach

• Only migrate data that is truly required

• Use opportunity to rationalize your data base

• Engage in a ‘pilot’ if it makes sense for your organization

• Adopt Cloud best practices

• Redesign business processes, as necessary

• Plan for quarterly upgrades

• How-to videos

• Live web-based training sessions

• Communications on ‘what to expect’

• Increase support for go-live

Key Take Aways

StrategyLearn As You Go

Embrace Cloud Philosophy

Manage Change

7

Global Single Instance of E-Business Suite

In early 2000s, Oracle consolidated and transformed its applications portfolio

50+ $1B+ 150+E R P s R E T I R E D I N S AV I N G S A C Q U I S I T I O N S

And consolidated onto Global Single Instance (GSI)

From simplification and standardization

Completed over 10 years

CorePrinciples

Single global process

Simplification

Single global system

Automation


Global Process Owners

Change agents

Tr a n s a c t i o n a l S y s t e m s

Triage bugs

Liaison with IT and product development on enhancements

Te s t i n g a n d Tr a i n i n g

Team performs in user acceptance testing

Unit testing and end to end flow testing

Load testing

Provide documentation on process and controls

Provide training on processed

O w n P r o c e s s

Generally own flow

Establish global processes

Review approve exceptions enhancements

B e s t P r a c t i c e s

GPOs responsible for assessing process

Must assess against best practices

Solicits process improvement recommendations

Establish institutional knowledge experts

OPTIMIZING PROCESS

10


Transformation Starts with Simplify

• Secure an executive mandate for change, starting with the CEO

• Simplify and standardize your environment as much as possible before embarking on a major transformation

• Build an expertise in creating a culture of change management

Best Practices

11Copyright © 2019, Oracle and/or its affiliates. All rights reserved.


Standardize: Create One Best Global Process

Marry global process ownership with solution ownership

Evaluate Business Service Center Process

• Use of technology• Responsibility profiles and organizational structure • Efficiency, effectiveness, relevance, best practices• Global headcount requirements

Act as Champion of Global Process and Articulate:

• Strategic direction • Understanding of global requirements• Business needs and service level standards• Key performance indicators and their attainment

Global Process Owner …In Business

Global Solution Owner … In IT

Partner With the Global Process Owner

• Global process definition• Best use of technology

Support Elimination of Complexity and Global Business Services Strategy

• Application support and implementation services


Three-Phased Approach Based on Core Principles

E S T A B L I S H D E L I V E R R E P L A C E

GL in the Cloud SaaS coexists with on premises apps

– Marketing Cloud, Engagement Cloud

– CPQ Cloud

– Talent Management, Recruiting (Taleo)

Upgrade core in logical steps

HCM Cloud (2016)

ERP Cloud (Jan 2018)

SCM Planning Cloud

(Jan 2018)

SCM Cloud (Oct 2018)

OM and Receivables

(2019 TBD)

THE FOUNDATION IMMEDIATE VALUE IN FUNCTIONAL INCREMENTS

Changed Accounting Hub to GL in the Cloud

CREATE

FUTURE CLOUD ADOPTION

The technical infrastructure for

General Ledger in the Cloud

Global chart of accounts for financial

consolidation and managerial reporting

Establishes the legal entity structures

that supports future projects

Faster period close

Establish the Foundation

Changed Accounting Hub to GL in the Cloud

REINVENT

Shorter sales cycles

Smaller deal sizes

Without undue contracting hurdles

Serve new markets

Sell in new ways

T H E

CUSTOMEREXPERIENCE

Deliver Immediate Value

SaaS in coexistence with on-premises applications


Oracle’s Results to Date

$ 1 B +

Cost benefitsRealized to date

S C A L A B L E R E V E N U E

Growth at little to no cost

C O N F I D E N C E

Entering new markets

E C O N O M I Z E RPay significantly

less for IT services

E N A B L E RFaster innovation of

new services and new business models

E Q U A L I Z E RAll organizations now have access to the same capabilities

What We Learned

E S T A B L I S HE A R LY W I N S

E M B R A C E A G I L I T Y A S A T O O L

I N V O LV E T H E R I G H T A U D I E N C E

Surround your on premises systems with high value peripheral components

Plan time-bound implementations

Rebuilding your existing system is not the objective

Value the new capabilities

The journey is a cultural transformation

Systems represent the culture that you want to communicate


Keys to Success

C h i n e s e P r o v e r b :

The best time to grow a tree is twenty years ago.

The second best time is today.

• Secure executive mandate to implement

transformation

• Simplify your operations as much as possible before

embarking

• Develop optimized global business processes and

then deploy using modern systems that follow vendor

best practices

• Implement a global business services model that is

multi-functional and aligned with corporate strategy

• Transform your customer experience with real-time

performance-based metrics

• Empower your workforce with collaborative tools and

modern,

socially-enabled self-service applications

• Move fast and stay the course

• Commit to continuous transformation



[email protected]

Documents

Copyright © 2019, Oracle and/or its affiliates. All rights