Balance sheet management software is a specialized tool designed to help organizations efficiently manage and analyze their financial statements. It automates the process of tracking assets, liabilities, and equity, ensuring accurate and up-to-date financial reporting. This software provides features such as real-time data integration, financial forecasting, and compliance with accounting standards. By offering detailed insights and analytics, it aids in strategic decision-making, risk management, and maintaining financial stability. Overall, balance sheet management software enhances the accuracy, efficiency, and transparency of financial operations within an organization.

Balance Sheet Management Software

3D Print Service Bureaus

3D Printing Workflow Software

4G and 5G Private Mobile Network Services

4PLs

5G Enterprise Data Services

5G Network Infrastructure for Communications Service Providers (Transitioning to CSP 5G Core Network Infrastructure Solutions ; CSP 5G RAN Infrastructure Solutions)

A/B Testing Tools

AI Avatars

AI Code Assistants

AI Offerings in CSP Network Operations

AI and Data and Analytics (D&A) Service Providers

AI in CSP Customer and Business Operations

AI-Augmented Software-Testing Tools

AI-Enabled Interview Intelligence

AI-Enabled Translation Services

AIOps Platforms

API Management

API Protection

Absence Management Software

Access Management

Account-Based Marketing Platforms

Account-Planning Tools

Accounting Practice Management Software (APMS)

Accounts Payable (AP) Recovery Audit Services

Accounts Payable Invoice Automation Solutions (Transitioning to Accounts Payable Applications)

Active Metadata Management

Ad Tech Platforms

Ad Verification Tools

Adaptive Project Management and Reporting

Advanced Analytics Service Providers for Marketing

Advanced Contract Analytics

Advanced Distribution Management Systems

Affiliate Marketing Platforms

Alternative Legal Service Providers (ALSPs)

Analytics Query Accelerators

Analytics and Business Intelligence Platforms

Analytics and Decision Intelligence Platforms in Supply Chain

Anti Money Laundering (AML) Software

Applicant Tracking Systems (ATS) (Transitioning to 'Talent Acquisition (Recruiting) Suites')

Application Composition Platform

Application Crowdtesting Services

Application Delivery Controllers

Application Development Life Cycle Management

Application Integration Platforms

Application Platforms

Application Portfolio Management Tools

Application Security Posture Management (ASPM) Tools

Application Security Testing

Application Testing Services, Worldwide

Artificial Intelligence Applications in IT Service Management

Asset Investment Planning Solutions for Energy and Utilities

Asset Leasing Software

Asset Performance Management Software

Audience Intelligence Platforms

Audit Management Solutions

Augmented Analytics

Augmented Data Quality Solutions

Augmented Reality Development Software

B2B Customer Community Platforms

B2B Gateway Software

B2B Marketing Automation Platforms

B2B Profit Optimization Software

BPM-Platform-Based Case Management Frameworks

Background Check Software

Backup as a Service

Banking Payment Hub Platforms

Bankruptcy Software

Barcode Software

Benchmarking Services for Transportation Rates and Logistics Performance

Benefits Management Software

Blockchain Advertising Platforms

Blockchain Consulting and Proof-of-Concept Development Services

Blockchain Platforms

Blockchain as a Service

Brand Advocacy Services

Brand Compliance Software

Brand Protection Software

Brand Strategy Agencies

Breach and Attack Simulation (BAS) Tools

Business Continuity Management Program Solutions

Business Process Automation Tools

Business Process Management Platforms

Business Valuation Software

Business-Outcome-Driven Enterprise Architecture Consulting

CPS Protection Platforms

CRM Customer Engagement Center

CRM and Customer Experience Implementation Services

CRM in Life Sciences

CSP 5G Core Network Infrastructure Solutions

CSP 5G RAN Infrastructure Solutions

CSP Customer Management and Experience Solutions

CSP Revenue Management and Monetization Solutions

CSP Service Design and Orchestration Solutions

CSP Service and Network Assurance Solutions

Candidate Relationship Management (CRM) Software

Capital Investment Management Software

Carbon Accounting and Management Software

Carbon Offset Platforms

Cash Flow Management Software

BlackLine Account Reconciliations

Oracle Balance Sheet Management Software

Every CIO has encountered the dynamics of power, the failures of governance and the intrigues of politics. The good news is that you are in good company and it is not an uncommon thing for rogue initiatives to come out of the CMO area, but in today's era of digital democratisation it can come out of anywhere. If you are the CIO, your experience and nose for financial woes are probably spot on. Here are just a few of the approaches I have taken in real world scenarios. I list them in order of priority - I prefer 1 before 3.


1. Collaborate and support.
The CMO launches a CRM project for sales automation direct with a vendor which platform is incompatible with the enterprise architecture. Furthermore, the estimate was 25% of benchmarks and CIO office estimates. But this company was live-or-die by sales targets, so the CMO had lots of power. Rather than confront the project head on, the approach was to pitch a comprehensive vision of the CRM integrated with the production backoffice, enlisting also the COO in supporting the business case (more value, bigger budget) and then committing resource to help define requirements, document and build the business case for the corporate board. This easy first win led to a nod for a demo of the corporate platform's CRM. Which led to narrowing down the use cases to help with the business analysis to identify where the real need, pain and value lay. This led to keeping the original budget but reducing the scope to fit the budget. Try and find win-win. In most cases you want the same thing: corporate performance and in most cases given where you are in your careers, you are all talented and skilled at cooperation (ymmv)


2. Document and distance
Another example involved the implementation of a custom software platform which the executive believed was a perfect fit but which enterprise architecture advised was a nightmare - both for the business and end users and for the cost, as well as the customer. The IT position was very weak, from a politics and power perspective and the overwhelming forces of the powerful business sponsors showed a clear likelihood of failure. The approach was to document and explain the issues, through a series of white papers and formal letters to the leadership team and the private sessions of the board to explain the issue. Here what was forecast came to happen (of course, there are only IT failures and business successes, so despite the host of issues and runaway cost, the project continued to poor money into the doomed project - in any case, it was, like the financial crisis of the last decade - too big to fail). But the significant documentation at least led to being distanced from any of the fallout. Sometimes you just have to accept that despite being right, the decision will go another way, and work on harmony and loyalty to the decision without picking a battle that cannot be won. I am reminder here of Thomas-Kilmann's Conflict Modes, which with some study is an excellent analysis of the options available in corporate governance to a CIO.


3. Leverage and suppress
In other cases, the power and reasoning capabilities of the IT teams is strong enough to squash the issue with a few meetings and presentations. Don't hesitate to use theatrics and FUD to make your point --- but only if you are truly convinced and have tried option 1.

Based upon the facts presented the project will fail unless multiple key issues are fixed. As our colleague and Gartner Ambassador, Didier Godot stated, proceeding without “the necessary certifications” could have severe ramifications.  If the project involves credit cards and your firm isn’t PCI-DSS compliant, or if it is a project requiring government certification/authorization that your organization lacks, then the downside could be a hit big enough to change your balance sheet.

If there are “sales challenges” then I presume cash is scarce for optional projects, combining that with “uncontrolled cost escalation” doesn’t bode well. 

As far as action items, you should get all the data possible about the project, factual information and marketing’s project aspirations then take the lot to either an ally in the organization or a neutral third party.  It is possible that your view is skewed for any number of reasons, so an outside view will be helpful. Additionally other senior managers will see how the numbers impact the firm, these other senior managers will then be participants instead of viewing the decision with perfect hindsight.

If the inconvenient facts are irrelevant to your peer manager, numbers don’t matter and the marketing project must happen, then think of changing companies. Lower sales and reckless spending spell trouble.

Do you need to accept the project? Why not let the CMO do it as they selected the supplier? 

I recently discovered that our CMO has initiated a project with a development company for a major customer, which I had previously rejected in my role as CIO. I have several concerns about this project: 1) The budget is low, and the deadlines are unrealistic. 2) The project poses significant risks and could potentially harm the company. 3) We lack the necessary certifications required for this project. 4) There is a high likelihood of uncontrolled cost escalation. While this project might provide immediate financial benefits, especially given our current sales challenges and unmet objectives, I worry that the long-term risks may outweigh these short-term gains. Given these factors, should we proceed with this project or not? I would appreciate any advice or insights on how to handle this situation effectively.

I don’t think governments are keeping up with the speed at which the world is now developing. They don’t yet understand that people can work from anywhere and that they have to rethink the way that taxation and social security systems are done. There are a lot of questions for our governments to answer, and I hope that major world events like the Russia/Ukraine conflict will shake them up a bit so that they start looking at solutions for these things. If you look at areas like software development, and consider all the new skills that are appearing in the world, it doesn't matter if you are at the beach or you are in an office. If you have a good internet connection and you can stay focused, you can do your job.

Rapidly.  It will mean many different things to many people, and Corporate culture will have to evolve to meet the needs of its employees.  Each company will have a different approach; some will remain all remote all of the time, some will have to balance a hybrid approach and some will try to continue to demand employees are always at an office/location.


One thing employers are going to learn, is that some percentage of the work force will DEFINITELY choose their next employer by that employer's remote work policies, so it will become a part of the benefit package offerings of some companies.

I think it is getting mainstream. Recent issue of moonlighting and ethical issues are being seen as management issue rather than tech issue. It is forcing delivery teams to be very precise in what they ask so that they can measure outputs. Process is right now on X Theory (no one works when not seen) to Y Theory (Trust employees they are working). Right theory is Y with data proof. New technology interventions are being sought to slice and dice employee work during the day. I remain very upbeat and I believe that work from home will be mainstream in coming years. Even govt is recognizing the same and new labor laws are trying to accommodate the WFH scenarios

The evolution of remote work has been a boost in the last few years due to corona situations. However, as of now, most of the company is moving back to work from office conditions. There is a lot of support that needs to be built by govt and corporate to encourage WFH. Firstly corporate needs to categorize the WFH job category along with team seniority. There are creative categories like UI/UX design. content writing etc can be completely or majorly done from WFH while some teams like software development where teamwork is required can be balanced out between work from home and work from the office. So details study needs to be done by the corporate and benefits also need to pass to employees accordingly. Govt support and benefit to corporate so corporate promote WFH scenario without compromisation of job quality and timelines. Govt also has massive manpower that can also need to move towards digitalization so WFH can be enabled there too. Overall some measurement parameters and NPS kind of score are required to promote WFH and create a healthy balance between work scenarios.

Remote work continues to evolve. Pre-Pandemic - it was looked upon by organizations as a not effective practice. During the pandemic it not only helped the organizations to meet their goals but surpass it only because Employees were able to work remote and get the job done. Many organizatios which could not adapt sufferred. In the post pandemic world - it is a challenge to bring employees back to office. No organization has a solution which seems to be working. There are upsides and downsides to every stance. Though social interaction gets impacted - i would still say it helps in Worklife Management - not "Balance".  Technology continues to evolve and we need to think out of the box to make this more effective. Can we change everything overnight - no - it will not be possible.  Embrace this new change and continue to find ways to be more effective. The only thing constant is change - embrace that effectively.

We have seen remote work go from a privilege-&gt; to a boon-&gt; to a need-&gt; and all the way to a curse :). As with any landscape change, it will be a while the system matures and so do people, in handling the consequences. Remote working models are constantly in a change of flux while enterprises continue to deal with this bitter-sweet change. On a positive note, Work is now more delivery focussed and there is lesser scope of people-based discrimination (based on gender, race etc.) on the other hand this also affects engagement depth and reduces the effectiveness of coaching and mentoring.   We are in a state of flux and I believe we will eventually find balance in people engagement and delivery management albeit remotely. Considering a larger perspective, the tech world has been moving towards enabling more freedom anyways (read mobile and satellite tech). This enables the human populace to go further out into newer places and de-populate congested cities. While nothing can replace a face-to-face conversation, "it is more likely to be a better world with a smiling face at the other end of the world on a screen, than one that's frowning right in your room. Better vibes, better world :) "

Remote work has its own important place, especially for the software industry but it clearly is moving towards a hybrid model where teams meet and work together at some cadence. The biggest challenge we are still facing is how to onboard new employees to the team.

We're seeing people truly value work/life balance.  At the end of the day, all everyone wants is choice.  Remote work should be embraced and accepted as we have seen productivity go up and people really enjoy having the flexibility to engage with work when and where they can.  I think the only people clamoring for a hard line stance of returning to office are managers not leaders.  Because if you are truly a leader, you will learn to adapt to mentor, coach and inspire your teams.  It is very much possible to do so remotely, we just have to change our styles slightly.  I've been lucky to be remote most of my career even pre pandemic and I've excelled as well as achieved success and promotions very quickly in the past 11 years.  It all depends on your attitude and mindset in identifying those who can truly excel remotely and those who will need more guidance in office.  But it should not be a one solution fits all problem.  Flexibility is key.

Dusing covid it was a push to all remote. Prior to covid it was mostly in the office. What I am seeing now is a balance for most companies. There is a benefit in having some face to face with teams and the water cooler discussions but at the same time people want the flexibility of working from home. The employment market is better for those looking for work with more jobs than people. This means a greater push for balance in working arrangements. When this changes I can see more of a push to have some face to face. The technology is there to make it happen, it is more about interactions now rather than the ability to function remotely on tasks.

In my field, remote work has helped change the way software developments are done and make in-depth use of software development technologies and methodologies. Remote work is here to stay.

Remote work has become the new normal. Some companies are pushing to go back to the office. These companies will lose a lot of talent. For everyone that didn't think remote was feasible it's been proven that it is. Yes there are advantages to being in the office. The sweet spot is hybrid work where people can come in to the office when they need.

Remote work is definitely an expectation nowadays, especially in IT. We are having great success in retaining staff and delivering results. All my teams are fully remote except for the on-site desktop support organization, we offer them 1 day out of the office. When you clearly define the expectations, provide people direction and manage the outcomes, it does not matter where they work from, things get done. You clearly need to have a good set of tools and processes and nimble leaders that can thrive in this kind of environment. The mid-management layer becomes more crucial than ever. Gone are the days when those folks could just hang in the office watching people sweat. They need to be on top of their game to make sure teams are successful. Some of the challenges I still see is that remote work makes organizations more siloed. It is essential to foster cross-team collaboration sessions, upper management town halls, communication about new hires, etc.. Companies are being creative, developing weekly magazines, flash insights, etc. I still travel to our sites and work from the office once, or twice a week to connect personally with the business.

Remote work appears to be devolving back into the office.  Across the board, workers are returning to the office.  Mandating 2-3 days per week in the office is just the beginning as the goal is to have people back in the office full time.  The good thing is that, in most organizations, the remote work infrastructure is in place and can be used used if needed.  However, management has realized that in person employee interaction and collaboration is important to increasing productivity.

Remote work started becoming a must for many companies during the pandemic with the mandatory on shutting down the office and quarantine/social distance requirements, and it becomes much more popular since then.


As the majority of the population have got vaccinated, some companies started asking their employees to go back to the offices either 100% on-site or in a hybrid mode, while other companies, especially in the tech space, are continuing their "remote first" philosophy.


Remote work has many pros for both the employers and employees. For employers, it can provide them access to much wider pool of talents, save cost in office space and maintenance cost, and increase employee satisfaction. With a truly distributed global team across multiple time zones, it can increase the speed of product development and time to market. For employees, they can safe the time can cost on the commute, which could be very significant in major cities, and provide more flexibility on work hours to have a better work-life balance. Many people now will view the option of remote work as a must have when they evaluating/comparing job opportunities.


One down side of the remote work is the lack of face to face interactions, which may create some kind of isolation/loneliness feelings. The "Remote-First" companies can organize face-to-face team meetings on a regular basis to create the opportunities for employees to meet and talk in person.


Remote work can have huge environmental benefits as well - with less people commuting on a daily basis, we reduce the cabin footprint significantly.


If implemented and managed well, remote work should be the future way of working. Government policy makers should think about what can government do to encourage more employers to adopt the "remote-first" policy.

I work at an international K-12 school and we were forced to learn and work remotely, not only students but staff members as well. Both, faculty and admin staff were forced to adapt to doing everything online and not have direct contact with people.
While this is not our preferred method of working, and certainly not of learning/teaching either, it has provided us with the opportunity of speeding up the experience that otherwise would have taken us many more years to achieve.
After this experience, we value the balance that remote work, along with human interaction, can bring to the table.

Remote work continues to evolve from a perk, something that is unique and novel, to a legitimate benefit that is baked into a job description. Business that are willing to take the work to the workforce, instead of the traditional other way around, are going to amass a workforce that is more loyal and excited about their contributions to the business’s success- not just to maintain their remote position but also to be part of this emerging culture.

What has not evolved in the wider world of work is the level of comfort expressed by some managers and members of the C-Suite. The leadership training of most managers, if any, was from a time where full or hybrid remote work was unfathomable. To the traditional manager, employees need to be seen working or at least seen at their desks to feel in control. I propose that leaders who think their team will slack off if allowed to work remotely are projecting their own tendencies for that behavior, rationalizing that if they would do it, certainly the rest of the organization would, too.

The evolution of remote work must be in tandem with the evolution of leadership training. Employers will have to reframe the way they think about employment. For our organizations to be successful in this new workplace, it will take some humility and acceptance that we, the business, no longer have a geographic monopoly on the workforce. Leaders that embrace a long-term strategy of seeking out talent regardless of its location, will survive. Employees have always traded their time for a paycheck. In this emerging workplace I think there will be a new balance between those who can thrive in the loosening of a daily grind and those who still need to be in a traditional environment. Organizations will need good leaders who can make the most of that mix, creating a culture that does not allow animosity between the two camps and actively maintain equity for to advancement and compensation.

It's now December 2022.... and my contacts at an extremely large global national business have confirmed.... 100% of ALL office workers will need to be in the office 5 days a week starting January 2023.  I personally think this will backfire on them as long as skilled workers are in high demand.  If the recession hits hard, maybe no impact and employees will need the job more than they need the flexibility.   At TCB/TBD we will remain flexible and I will remain 100% remote.   This will be interesting to watch it play out....  will workers win and keep flexibility, or will old school management win this next round until they age out of the workforce??  Older CEO's seem to favor in the office, younger CEO's favor the flexibility and reduced office costs.....

In IT remote work was nothing new. for decades  I have had the ability and the authority to work remotely when it made sense to do so.  The difference today is that  now that everyone has been included in that mix, problems are starting to arise.   Not everyone has the discipline to work at home particularly if they have never had that capability prior to the pandemic. Productivity is on casualty and there is an emergent  sense of entitlement  that is adding to the tension.  This has lead to  new excuses  and finger pointing when work isn&#39;t being completed. Some blame every problem on their coworkers who are Flexing their work schedule.  There is a very real sense  that those who are  taking advantage of this will spoil this for those  who are able to handle the responsibility.  I see problems on the horizon and I&#39;m not sure how far the pendulum will swing  back.    

Best Balance Sheet Management Software Reviews 2024 | Gartner Peer Insights

Blackline has streamlined all of our account reconciliations on a easy to use platform that can workflow all of our approvals with ease. The report function allows us to easily record our KPIs of timeliness which management requests and all history has an audit history that we can use when auditors request it.

We like the ability to streamline processes and most of all, reduce the amount of errors that we have as a team. We were running into too many human errors before which led us down this route.

Balance Sheet Management Software Reviews and Ratings

What is Balance Sheet Management Software?

Products In Balance Sheet Management Software Category

BlackLine Account Reconciliations

BlackLine Account Reconciliations

Oracle Balance Sheet Management Software

Oracle Balance Sheet Management Software

Trending Products