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1.	Financial Reporting, Planning, and Budgeting As Necessary Pieces of EPM Part Two: Challenges and User Recommendations (4 Pages) by P.J. Jakovljevic Nov 22, 2003 Abstract : Although CPM (aka EPM) starts with strong financial management, it will eventually extend beyond financial planning to almost all areas of corporate activity. Therefore, organizations choosing BI suites should consider both their financial management tools and future integration with key business-area solutions (for example, PLM, CRM, and SCM).
2.	Getting Strategic Planning and Financial Planning in the Same Bailiwick (10 Pages) by John Diezemann Oct 1, 1999 Abstract : To provide useful financial insight on projects, financial managers need to think about business strategy more like a series of options than a single projected cash flow. While the concepts of options are certainly familiar to most executives, the trick to valuing strategic choices lies in the complex and often overwhelming task of understanding the interaction between strategic options. This article provides a breakthrough planning approach for (1) rapidly realizing the business capabilities dictated by strategy (2) aligning process, technology and organization design and (3) through the financial lens of 'real options' shows how to quan
3.	Case Study: Community College Embarks on Financial Reporting System Implementation (3 Pages) by Lyndsay Wise Dec 8, 2006 Abstract : The Nova Scotia Community College (NSCC) implemented Business Objects to create a financial reporting system that would run in real time, as opposed to taking weeks to generate reports. However, the NSCC environment presented its own unique set of challenges.
4.	How Is Business Process Management Applicable to Financial Services? (3 Pages) by Hans Mercx Jan 3, 2006 Abstract : Business process management (BPM) allows financial services companies to manage internal processes and to increase efficiency and accuracy. Organizations, especially those that deal with Sarbanes-Oxley, should focus on BPM to ensure compliance and to minimize error and risk.
5.	Throw Away Your Financial Statements: Managing by Metrics (4 Pages) by Charles Chewning Jr. Sep 15, 2005 Abstract : Analyzing static, detailed financial statements has been the modus operandi for hundreds of years. Because many business management systems can isolate and create graphics of key performance indicators (KPI), businesses should now concentrate on KPIs, which influence profitability.
6.	Will 2005 Validate Global Trade Management and Unify Financial and Physical Supply Chains? (4 Pages) by P.J. Jakovljevic Jun 14, 2005 Abstract : The Internet opened the door for global trade. As the global trade management (GTM) space continues consolidating, market leadership belongs to companies that understand, to truly improve global trade, one must be able to manage both the physical and financial supply chains.
7.	Confronting Core Global Trade Problems: Order, Shipment, and Financial Settlement (4 Pages) by P.J. Jakovljevic Jun 7, 2005 Abstract : TradeBeam has been striving to distinguish itself by offering more than order and shipment tracking. It aims to improve the management of core global trade activities: order, shipment, and financial settlement.
8.	People or Resources: The Financial Sector in a Crossroads (4 Pages) by Manuel Carneiro May 3, 2005 Abstract : People management tools have become necessary, particularly in an environment such as the financial sector, where resources have become global and people require more complex management solutions.
9.	Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions Part 2: Financial Metrics (4 Pages) by Mark Wells Nov 12, 2002 Abstract : If the key financial metrics for creating corporate value relate to costs, capital charges and consumption, and profitability, then the corporate capabilities or competencies required to drive those metrics must include controlling supply chain costs, managing supply chain cycle time, and optimizing responsiveness to the marketplace.

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