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Five things that make a great Anaplan consultant

Anaplan is growing rapidly with more and more customers choosing to adopt this market leading cloud-based planning solution. Despite having spent two decades implementing rival SAP’s EPM solutions, we are building Fidenda around Anaplan as we’re convinced this is the best planning platform on the market. The process of launching Fidenda has led to some interesting discussions around what we believe makes a great Anaplan consultant, what we can bring from our SAP heritage, and how we can build our company around that model. I believe there are five pillars. Technical Anaplan Expertise This is a given. Anaplan is functionally rich and intuitive to end users in equal measure and consultants

Project Turnaround for Global Automotive Retailer and Distributor

Our customer is a FTSE 250 automotive retailer and distributor with operations in over 30 markets worldwide, and partnerships with the world’s leading OEM groups. Turnover is in excess of £8bn, employing over 17,000 employees. The Business Challenge Having grown geographically largely through acquisition, our customer operates a diverse set of financial ledger systems across its markets. Consolidated group reporting was being performed in a legacy EPM tool that was nearing end of support, and no longer met the needs of the business in terms of reporting agility, reliability and performance. Migration to a SAP BPC on HANA group consolidation and reporting solution was in progress. The proj

Managing $3.7 trillion of project spend. Using a spreadsheet?

A study recently showed that the world must spend, on average, $3.7 trillion on infrastructure, annually, between now and 2035. This investment in our transport, power, water and communications infrastructure is needed to support expected growth in GDP, according to the McKinsey 2017 Study. Yet the track record of delivery of large capital projects is poor with figures suggesting that, on average, such projects are delivered a year late, 30% over budget. The total budgets of some projects are larger than annual revenues of FTSE100 companies, yet their organisation of people, processes and technology is often far less sophisticated. There are growing calls for large projects to be organise

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