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Cognos Evolves Performance Management
(9/13/2005) Ascet Volume 7
By Robert Kugel, Ventana Research
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April 27, 2006 - Cognos met with industry analysts in April to update them on its performance management product and market strategy. Performance management has been central to Cognos’ attempt to reach beyond IT departments, and it was the primary driver behind the acquisitions of Adaytum (which produced planning and budgeting software) and Frango (financial consolidation). Performance management is increasingly important to this company’s top line, and it continues to apply significant development and marketing resources to secure its position in growing markets. Ventana Research thinks Cognos is pursuing the right strategy with the right messages and evolving its software into a package easily integrated with other enterprise software. However, the company will be challenged to differentiate its software in a crowded market, particularly with organizations that have immature approaches to performance management. Moreover, Cognos’ operations-related offerings are more about the intersection of the finance organization with functional or line-of-business units (for example, sales planning is as much about sales communicating with finance as it is about sales management). To achieve a persistent presence outside finance will require that it undertake an ongoing evolution of capabilities to make its software a critical element in operations management, sales, supply chain, customer interaction and workforce/HR.


The financial applications market is fragmented and crowded. Vendors of enterprise resource planning (ERP) systems dominate the transactions portion of the market but not areas such as planning, consolidation, treasury management and analytics. In the past, buyers looked at this kind of software mainly as a way of automating finance processes. Increasingly, though, companies are using these applications as part of a performance management approach to their whole business. To be more effective, for example, they are looking at planning as part of performance management cycles, setting targets aligned with key metrics, evaluating progress toward achieving these targets and periodically assessing and resetting the targets as conditions change. Similarly, consolidation is not just about the period-ending amalgamation of accounts; it is usually the first step in financial and managerial reporting. To make the process more effective, most companies must accelerate the closing process and get accurate, actionable information to executives and managers.


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