admin – Orbrick

Which option—Accrue at Period End or Accrue at Receipt—works best for you?

Posted on November 28, 2024 by admin

A key policy decision during implementing Oracle Fusion for Receipt Accounting for Expense category PO lines is choosing between “Accrue at Receipt” or “Accrue at Period End”. In our Managed Service journey, we have seen many clients facing issues because of uninformed decisions regarding Accrue at Receipt or Period end resulting in piling up of expense accruals, inaccurate expense booking etc.

Making well-informed decisions is essential and relies on a thorough understanding of the business and expert guidance. A wrong decision here can impact the functioning of the business process and result in inaccurate financial reporting. For instance, a company misreporting just 3% on a $10 million expense budget could be presenting $300,000 in errors in a financial statement.

A wrong decision can impact the organization in following ways –

The key differences of these two Accrual concepts are as below –

Accrue at receipt (also known as perpetual accrual) – The Accounting entry for expense and accrual is recorded when you create Receipt in Oracle. When you create accounting for the invoice, the accrual is reversed, and the accounts payable liability is recorded.

For Inventory category PO Lines, “Accrue at Receipt” option is selected by default.

Accrue at period end – No accounting entry is made when a Receipt is created in Oracle for items or services and the expense is recorded only when the invoice is booked. There is no major dependency on receipt creation for booking the expense. We need to run the “Create Period End Accruals” process to create accrual journal entries for all uninvoiced receipts. The entries are automatically reversed in the next period.

Accounting entries in different scenarios:

Events	Accrue at Receipt	Accrue at Period End
PO Creation	No Entry	No Entry
Receipt Creation	Receiving (Dr) Accrual (Cr)	No Entry
Expense booking (Put Away)	Expense (Dr) Receiving (Cr)	No Entry
Invoice booking	Accrual (Dr) Liability (Cr)	Expense (Dr) Liability (Cr)
Period End Accrual (For Uninvoiced Receipts)	No Entry	Expense (Dr) Accrual (Cr)

Difference between Accrue at Receipt vs Period End:

Metrics	Accrue at Receipt	Accrue at Period End
Expense Accrual	On Receipt Creation	On Invoice Booking
Separate Accrual at month end	Not Required	At Month End for Uninvoiced Receipt
Inflow of Expense to Project	On Receipt Accounting	On Invoice Accounting
Inflow of Expense to Fixed Assets	Possible on Receipt Accounting	Only on Invoice Accounting
Accrual Write Off	Required	Not Required
Invoice Price Variance (Difference between Purchase & Invoice)	Invoice Price Variance generated during invoice processing	Charged directly to expense instead of Invoice Price Variance
Non-Recoverable Tax variance tracking in case of rate change	Tax Variance generated during invoice processing	Charged directly to tax instead of Tax Variance
Using Multi-Period Accounting (MPA)	MPA not possible to be used	MPA can be used for these lines
Reconciliation Report for Uninvoiced Receipt	Accrual Reconciliation Report	Uninvoiced Receipt Accrual Report
Budget release in case of Encumbrance accounting	Funds released on Receipt creation	Funds released on Invoice creation

In the Accrue at Receipt method, timely booking of receipts is crucial for recognizing expenses. If the organization lacks personnel to perform real-time receiving, it can disrupt the expense booking process. We have observed that organizations choosing the Accrue at Receipt option for expense items often face delays in expense recognition due to delays in creating receipts.

For example, one of the entities was following a Cost-Plus model for raising the invoices to customer from Projects Contract. But there was no dedicated user who would record the receipts resulting in inadequate costs being reported.

Key factors to consider before deciding Accrue at Receipt vs Accrue at Period End Option:

The decision needs to be taken based on the nature of the business processes and the different types of expenses. The following are the key parameters to be considered –

Metrics	Accrue at Receipt	Accrue at Period End
Company has requirement to book the expenses once goods/services are received in Oracle.	√	X
Company has business SOP in place for doing the receiving for all different type of goods/services.	√	X
Company has decentralized operations and services are received at different places. It is difficult to have users perform the receiving at different places.	X	√
Company does not have designated team/reasonable team size to perform the receiving within the system.	X	√
Company has requirement to accurately update Project Forecasts on monthly basis based on Project Cost.	√	X
Company has requirement of Fixed Assets to be capitalised based on accurate date placed in service i.e. receipt date.	√	X

Based on above considerations, the client should determine the business process that they need to follow considering available resources and then take a decision whether they want to go for Accrue at Receipt or Accrue at Period End.

Accrual Flexibility in Oracle – Receipt or Period End:

For Expense category PO Lines, the client will have an option on the Manage Common Options for Payables and Procurement page to be set as Accrue at receipt or period end.
However, the default value of Accrue at Receipt or Period end can be changed at the PO Line Schedule level based on specific requirement for that PO Line.

For example, if client has selected Accrue at receipt at the setup level but for a PO Line of Insurance expense, the user needs to have the multiperiod accounting to be created, then the user can change to Accrue at Period end for this PO Line.

Best Practices when using Period end accrual:

At the end of accounting period, you must run “Create Uninvoiced Receipt Accrual” process after closing the Accounts Payable period and transferring all the Accounts Payable invoices to Cost Management, and before you close the General Ledger period.
Run the Create Un invoiced Receipts Accruals process in the Report accrual run mode to review the entries before it gets posted. The report helps you to understand the details about the Uninvoiced purchase order receipts for which accruals will be created. After analysis of the report and making required updates, the process should be run in final mode.
Auto Reversal of the receipt accrual entries should be set.

Best Practices when using Accrue at Receipt:

In case of Accrue at Receipt, PO line should not have Invoice Match option as “Order” and Match Approval level as “2-way”. As in such case, the receipt creation might be missed and expense would be charged only if the receipt is booked, resulting in under-reporting of expenses.
Accrual Reconciliation Report should be run on periodic basis and open entries should be analysed.
Accrual Aging and Receiving Inspection account should be reconciled and analysed at regular intervals. Timely Accrual write-off should be done for the open Purchase orders where the Invoices are not received for the Receipts created or vice versa.

Implementing ERP with Downstream Applications: Strategies for Decommissioning  Introduction 

Posted on November 10, 2024 by admin

Introduction 

In today’s fast-changing business world, firms use ERP systems. They aim to improve operations and data management. ERP systems integrate many business processes into a unified system. This streamlines data handling and oversight. But integrating ERP systems with downstream apps presents big opportunities and challenges. Downstream apps interact with or depend on the ERP. This blog covers the need for integration, its challenges, and ways to decommission redundant downstream apps. 

Overview of ERP and Downstream Applications 

Enterprise Resource Planning (ERP) systems are platforms. They manage and automate core business functions. These include finance, HR, supply chain, and customer relationships. ERP systems centralize data. They provide a single source of truth for processes. 

Specialized tools downstream interact with the ERP system. These can include CRM software, supply chain systems, or industry apps. These apps serve specific functions that the ERP system may not address completely. 

Importance of Integrating ERP with Downstream Applications for Data Management 

Integrating ERP systems with downstream applications is vital for effective data management. Seamless integration allows data to flow between systems. It reduces redundancy and improves accuracy. This integration helps decision-making, boosts efficiency, and ensures consistency across business units. 

Challenges and Impacts

Data consistency and accuracy

Challenge: Keeping data updated in all systems can be difficult. Discrepancies in data formats, structures, or real-time updates can lead to inaccuracies.

Impact: Inconsistent data can result in erroneous reporting, financial discrepancies, and operational inefficiencies.

Complexity of Integration

Challenge: Integrating ERP systems with many downstream apps is complex. It involves mapping data fields, aligning formats, and managing different schemas.

Impact: High complexity can cause delays, high demand of time, and a need for tech experts.

Real-Time Data Processing

Challenge: It’s tough to sync real-time data between ERP and downstream apps, especially with large data volumes.

Impact: Delays in data sync can cause outdated info. This affects decisions and efficiency.

User Training and Adoption

Challenge: Train users to use the new integrated systems and workflows.

Impact: Poor training can lead to user errors, resistance to change, and a less effective system.

Case Study where ERP Compared with other system

HCM (Human Capital Management) and CRM (Customer Relationship Management)

Used When: To manage your workforce and customers. Ideal for businesses that prioritize employee growth and customer engagement. This includes service-oriented companies.

Benefits: Improved HR and customer processes raise employee and customer satisfaction.

SCM, FIN, and CX

Used When: You need to manage supply chains, financial operations, and improve customer experience. This is common in manufacturing and retail. There, delivery and finances are critical.

Benefits: Optimized supply chains cut costs. Strong finances ensure sustainability. Better CX boosts brand loyalty.

HCM, CRM, SCM, FIN, and CX Combined

Used When: Your organization needs a unified approach across all functions. It’s vital for large firms in competitive markets to have cohesive strategies.

Benefits: A unified system boosts communication and data sharing. It aligns strategies across departments, increasing efficiency and growth.

By assessing your business needs and goals, you can find the best mix of these systems for peak performance.

Before implementing an ERP system, check what functions existing systems can manage. We can group this analysis into three types: doable, tweakable, and non-doable cases.

Doable Cases

These are functions that other systems can handle, with little change. Examples:

Inventory Management: Many standalone systems can track stock, manage reorders, and provide reports.

Customer Relationship Management (CRM): CRM systems can manage customer interactions and sales pipelines. They do this without an ERP.

Accounting and Financial Management: Good accounting software can handle financial tasks and reports.

Implication: In these cases, organizations may keep existing systems. They already meet operational needs efficiently.

Tweakable Cases

Other systems can perform these functions. But, they need customization or integration to match the ERP’s capabilities. Examples:

Human Resources Management: HR software can manage employee records and payroll. But, it may need customization to fit the organization’s processes. It should also work with other systems, like finance and inventory.

Supply Chain Management: Existing systems may support logistics. But, they may need extra setup to ensure full tracking and reporting across the supply chain.

Project Management: Project management tools can track tasks and timelines. But, integrating financial data from accounting software may need custom solutions.

Implication: Organizations may invest in customization to improve efficiency. But, it may raise costs and complexity.

Non-Doable Cases

These are functions that existing systems can’t manage. They are limited by tech or poor integration. Examples:

Comprehensive Reporting: Some systems can generate reports. But, they often can’t pull data from multiple sources. So, they can’t create insights across departments.

Regulatory Compliance: Many standalone systems are not integrated. They can’t automate compliance processes. This makes it hard to manage documentation and reporting.

Integrated Workflow Management: Standalone systems may not support the ERP’s end-to-end workflow. This can cause gaps in communication and efficiency.

Implication: For these cases, an ERP system may be vital. No other solution can fully replicate its required functions. It is key for efficiency and compliance.

Objective and key Steps for Decommissioning Downstream Applications 

Phase 1: Assessment and Identification

Identify Low-Value Applications

Objective: Identify applications that are non-essential or of little value to the organization.

Key Steps

Compile a List of Downstream Applications

Conduct a Value Assessment

Prioritize Applications

Evaluate Integration Feasibility

Objective: Assess the applications’ integration with the ERP and other systems. This will help us understand the complexity of decommissioning.

Key Steps

Map Integration Points

Review Integration Contracts and SLAs

Develop a Decommissioning Strategy

Phase 2: Planning and Communication

Develop a Decommissioning Plan

Objective: Create a detailed plan for decommissioning the identified applications.

Key Steps

Define Objectives and Scope

Create a Timeline

Assign Responsibilities and Identify Resources

Communicate with Stakeholders

Objective: Inform all relevant parties about the decommissioning process and their roles.

Key Steps

Develop Communication Plan

Conduct Briefings

Provide Training and Support

Phase 3: Execution and Migration

Migrate Data and Processes

Objective: Transfer or archive data and adjust processes to ensure continuity after decommissioning.

Key Steps

Data Migration

Process Transition

Test Data and Processes

Conclusion

In today’s fast-changing business world, we must link ERP systems with downstream apps. This optimizes data management and boosts efficiency. This integration improves data accuracy and reduces redundancy. It streamlines business processes. The result is better decision-making and higher performance. But, the integration process has challenges. These include data consistency, system complexity, and real-time processing issues. Effective decommissioning of redundant downstream apps needs a phased approach. Start with assessment and identification. Then, plan and communicate in detail. Finally, execute and migrate. By addressing these aspects, organizations can ensure a smooth transition. Their systems will then be efficient, accurate, and aligned with business goals.

Call To Action

To maximize the benefits of ERP integration with downstream apps, organizations must be strategic. Start by checking your downstream apps for redundancy and low value. Next, assess the feasibility of integrating these apps with your ERP system. This will help you understand the complexities involved. Make a detailed decommissioning plan. Communicate well with all stakeholders. This will ensure a smooth transition. Execute the migration with precision. It is vital to ensure data integrity and process continuity. These steps will help your organization. They will streamline operations, improve data accuracy, and boost efficiency. Begin your decommissioning process today. It will optimize your ERP integration and improve business outcomes.

Cloud ERP & Pricing Strategies

Posted on November 5, 2024November 6, 2024 by admin

In the world of Enterprise Cloud Technologies, there are two main pillars: Product Development and Technology Consulting. Each comes with its own unique pricing strategies that shape the way businesses operate. Let’s break them down.

Product Pricing

Flat Rate Pricing: This is like a nostalgic trip back to the early days of software. You pay once for a specific set of features, and that’s that. If demand for your software explodes, well, sorry—you won’t see those extra profits rolling in. A classic example is Parallels, which offers a “one-time purchase” option. You get what you pay for, and that’s the version you live with. Future updates? Those are not part of the deal, unless you want to pay again. Think of it like buying a car—what you drive off the lot is what you’re stuck with, no matter how many new features the next model has.

Pay-As-You-Go: This is where things get interesting, especially in cloud-heavy environments like Oracle Cloud Infrastructure. You pay based on how much you use, whether it’s transactions processed, memory consumed, or tokens spent. It’s like having a pay-per-view movie marathon—you only pay for what you watch, but if you end up watching all the movies, make sure your bill doesn’t look like a mortgage payment! This is where services like Orbrick’s SAGE help to optimize usage by analyzing license consumption and usage patterns.

User-Based/Seat-based Pricing: This one scales based on how many people in your organization will actually use the software. You’ll see this in tools like Microsoft and Oracle Enterprise applications, where you can buy individual or business plans depending on how many seats you need. I often deal with Enterprise Performance Management systems, where my clients are highly specialized teams—like FP&A or Risk Management, with maybe 30 users per department. They usually go for an enterprise plan for 100 users, covering 60 actual users, some IT and admin accounts, a couple of testing logins, and some room to grow. Of course, some organizations will try to “economize” by sharing logins, but as product creators, they know all the tricks to prevent that from happening (or at least make it super annoying).

Hosted Employee Pricing: This model is not just for HR systems (though it fits well there). It’s designed for scenarios where the number of users is not the main cost driver—instead, it’s the number of entities or records being managed. Take an HR system as an example: you might have only 40 HR team members logging in, but the system is tracking data for 5,000 employees. Hosted employee pricing means you’re paying for the number of employees being managed, not the number of users logging in. This model works in other areas, too, like customer management platforms, where you might be tracking thousands of customer records but only have a handful of active users. The bigger your database, the bigger your bill.

Land and Expand: The bait-and-switch of the pricing world. You start with a low entry price to lure the customer in, and then once they’re hooked, you start selling them more. Think of it like offering someone a free sample at the grocery store, and then walking them through the entire frozen food aisle. Before they know it, their cart is full. This strategy creates deeper relationships and plenty of cross-selling and upselling opportunities. If done with the right intent, this could also be a great way for both product and service firms to showcase their quality and build trust before more work is taken on.

Captive Pricing: Here’s the trick—you offer a low base price for the core product, but the necessary add-ons are where you make your money. It’s like buying a printer for cheap, only to discover that the ink costs more than the printer itself. The customer is locked into your ecosystem, and suddenly, the line from Sholay, “ab tera kya hoga Kaliya?”, starts making a lot of sense. They’re your captive audience now, and every future purchase flows back to you. Think printers that only work with expensive ink cartridges that are sold only by the printer manufacturer!

Sliding Down the Demand Curve: This strategy capitalizes on early adopters. When your product first hits the market, you price it high. Over time, as newer versions come out, the price drops, making the older version more affordable to a broader audience. It’s like when the first edition of Harry Potter came out—people paid top dollar for those copies, but as time went on, paperback editions were everywhere, and suddenly, that once-exclusive price tag looked a lot more approachable. This is also known as Price Skimming.

License Subscription-Based: Pay per license on a periodic basis.

Service Pricing

Time and Material: This one’s all about billing for every hour worked. Simple and transparent, it’s perfect when the scope of work is as fluid as your coffee consumption. If the client needs flexibility, this model allows them to adjust as they go.

Cost-Plus Pricing: It’s as straightforward as it sounds. Take your costs, add a 15% markup, and call it a day. No frills, no surprises—just good old-fashioned math.

Fixed Scope Offering: When the project’s boundaries are well-defined, you go with a fixed price. Any changes along the way are handled through change control, and yes, they come with extra costs. It’s like ordering a set meal at a restaurant—if you suddenly decide you want extra fries, don’t be surprised when you see them on the bill.

And now here’s where things get creative. Orbrick Consulting has some unique, well thought out pricing strategies which are not designed to extract the most consumer surplus. They are tailored to their customers’ needs and also show Orbrick’s confidence in their consulting quality.

At-Risk Pricing: This is where the real gamble happens. You agree on specific KPIs at the start, and payment only comes if those KPIs are hit. If not, no dice. It’s like agreeing to pay your personal trainer only if you lose those 10 pounds—no results, no payment.

Pay If You’re Pleased: A portion of the payment is held back until the client is truly happy with the service. It’s the ultimate satisfaction guarantee, but you better believe you’re working hard to keep that client smiling.

Subscription-Based Consulting: Clients pay a monthly subscription for a team of consultants, and the exact nature of the work is flexible within a pre-agreed scope. It’s like signing up for Netflix—you pay a flat rate, and what you watch is up to you.

When it comes to pricing in Enterprise Cloud Technologies, it’s not just a business decision—it’s an art form. Ultimately, each customer is on a unique journey and firms need to work with customers to reach a pricing arrangement that works best for that journey.

No matter how you slice it, if you can’t make your offering irresistible, you can at least make the price entertaining!

Building a Positive Culture: The Key to Thriving Teams and Organizations

Posted on October 21, 2024October 21, 2024 by admin

Almost daily Everyone is talking/reading/listening/gossiping about this. Varieties of books, blogs, content, etc. are available in market. Everyone feels like they have the best/worst culture at home/office/with their friends. After all Culture is a Culture.

I am not an expert, but I know that we have few questions, which are important to understand. I am trying to find out the means / measure which might help us understand the word CULTURE easily.

Do we really care about CULTURE
Do we really follow CULTURE religiously
Do we really know what CULTURE means

Before we jump into our discussion, we should try agreeing that the bond with family / friends / office colleague / customer team gets mature and stays healthy based on many things, but out of all these, CULTURE is one of the important pieces.

Culture is one of the means to foster a great society. This also works very well in our IT Industry.

I have bifurcated this into USE Methodology “Understand, Set Guidelines, Empower”.

Understanding Culture:

Culture is the collective programming of the mind. There is good culture and bad culture. It gets engaged in childhood, empowered in middle age and evolve during your life span. It can be collective or individual.
It is like an iceberg (15% Visible / 85% Invisible).
1. Visible areas are Results and Behavior.
2. Invisible areas are Beliefs, Values, Thinking, Emotions
It can be seen / felt in ways like speaking, dressing, traditions we follow, food habits, music we hear, etc.
We should give time to our mind / heart to understand / accommodate with the surrounding culture.
We sometimes become prejudiced, by judging individual based on their culture, which we should stop doing.
Financial stability is crucial, but feeling fulfilled and respected at work is equally important. A positive culture can boost your happiness and well-being.
The right environment can expose you to new skills, knowledge, and challenges, helping you advance your career.
A toxic work environment can lead to stress, exhaustion, and a decline in performance. It’s best to avoid that from the start!
Here’s how to evaluate company culture before you sign:
1. Look at company websites, social media, and employee review sites like Glassdoor to get a sense of the vibe.
2. During interviews, inquire about company culture, team dynamics, and opportunities for growth.
3. If possible, connect with people who work there to get their honest perspective.
Quote: A culture is strong when people work with each other, for each other. A culture is weak when people work against each other, for themselves

Set Culture Guidelines:

Culture in family / organization flows from Top to Bottom. The way Head of Family sets the ways of living at home, similarly organization leaders set the ways employees behave / work / deliver / perform at office.
Communication between team / peers / seniors & juniors to be clear and open. No back talks / No bitching around. Communicate goals clearly and transparently to all employees. Three aspects on how culture can be set and helpful to individuals
1. Self-Goal
2. Health-Goal
3. Wealth-Goal
Message from leaders to middle management and bottom management to be clear. Don’t change the directions (Objectives / ways to achieve them) too frequently. Employees to be aware of the company’s vision / goals.
Figure out means to make your team Invest in learning and development.
Try to gamify the overall delivery mechanism. Encourage a fun and playful environment.
Keep the team stress free from burden on work, but at same time they should be made responsible for the work they are doing.
Quality of work and life should not be impacted. Culture is learned, not inherited. We are born into a culture and learn its ways through a process called socialization. This happens through our families, schools, communities, and the media.
Learn from a farmer on how we should behave with Juniors / Peers:
1. They don’t shout at the Crop
2. They don’t blame the crop for not growing fast enough
3. They don’t uproot crops before they have had a chance to grow
4. They choose the best plants for the soil
5. They irrigate and fertilise
6. The remove weeds
7. They know that there will be a good season and bad season
Quotes:

You don’t hire for skills, you hire for attitude. You can always teach skills.
A salary increase makes you happy once a year. A healthy workplace keeps you happy throughout the year.

Empowering:

The work environment is a major factor these days, and it goes beyond just the paycheck. Here’s why checking culture and environment is important.

Trust your employees and give them the autonomy to do their jobs. This will increase their morale and engagement.
Promote a healthy work-life balance. This will help employees avoid burnout and be more productive when they are at work.
Recognize and celebrate employee achievements, both big and small. This will show employees that their hard work is appreciated.
Encourage open communication and feedback between employees and managers. This will help identify and address any issues early on.
Organize team-building activities and social events to help employees get to know each other outside of work.
Actively promote diversity and inclusion. This will create a more welcoming and innovative work environment.
Regularly review and assess your company culture. This will help you identify areas for improvement.
Continuously gather feedback from employees through surveys, focus groups, and one-on-one meetings.
Set some ritual at company level to make sure team collaborate and follows guidelines.

By following these steps, you can develop a strong and positive company culture that will attract and retain top talent. Remember, a great company culture is an ongoing process that requires constant effort and attention. But the payoff is a workforce that is engaged, productive, and happy.

By evaluating the culture and environment, you’re making a well-rounded decision about your future. It’s an investment in your happiness, growth, and overall career satisfaction.

The Magic of Checklists: Your Secret Weapon for Success

Posted on October 18, 2024October 18, 2024 by admin

In my childhood, I remember my mother would get out my subject homework notebooks one by one. She would help me complete them in order. Today, she gives me a list of items to buy whenever she sees me without a laptop or any work. Activities have changed. Responsibilities have changed. Times have changed so much since then. A small piece of art persisted, taking the form of a list.

It would be a version in mind or a physical copy. This enables accurate completion of the task. It was never a professional item to practice. But it has always been in our lives in many forms because it helps so much. More examples could help you understand the importance of a checklist. Let’s catch up and give some quick ones:

a. Hudson miracle:

A US Air Flight was required to make emergency landing due to failure of both engines and captain along with first officer made it successful landing. One of the critical factors was adhering to procedure and checklist.

b. In a well-known book “The Checklist Manifesto” Atul Gawande have mentioned how WHO made a simple surgical safety checklist and which significantly reduced mortality rate worldwide

Figure: WHO surgical safety checklist

Study Data:

Study Period: October 2007 to September 2008

Participants: 8 hospitals in 8 cities worldwide

Metrics: Rates of death and complications

Metric	Before Checklist Implementation	After Checklist Implementation
Inpatient Complications Rate	11.0%	7.0%
Inpatient Mortality Rate	1.5%	0.8%

Findings:

The rate of inpatient complications decreased from 11.0% to 7.0%.

The rate of inpatient mortality decreased from 1.5% to 0.8%.

NASA’s Space Shuttle Program and the Challenger Disaster: A space shuttle in 1986 exploded 73 seconds after liftoff. It killed all seven crew members. This occurred due to a faulty O-ring seal exacerbated by cold weather. Had there been a checklist to ensure the evaluation of components, this disaster could have been avoided.

Study Data:

Focus: Analysis of accidents and incidents where checklists played a role

Metrics: Error rates before and after checklist improvements

Metric	Before Checklist Improvements	After Checklist Improvements
Checklist-related Error Rate	43%	29%

Findings:

A reduction in checklist-related errors from 43% to 29% following improvements and standardization of checklists.

Usage as required…

A checklist need not be a sequential list. It can take various forms, like “Sign In”, “Time Out”, and “Sign Out” by W.H.O. I used a matrix of Urgent-vs-Important to plot my tasks. I put them in the right quadrant and started to tick them off one by one. This aligned the mess I had before. My chaotic mind was full of unnecessary tasks. They stopped me from completing even a single task. It added much value. Most of you must have known its importance. But, in our rush of achievements, we might have lost its value.

There are various checklist types which can used in different situations and for different purpose:

https://www.template.net/documents/check-lists/

(Use the Orbrick Payroll Implementation Checklist & Runbook for a smooth Payroll processing journey)

What business I have writing this instead of consulting for Oracle HCM Cloud?

Well, Oracle HCM Cloud does have its own feature as a checklist, and I regret not being able to appreciate and suggest this simple and wonderful feature in my earlier implementations. In fact, instead of creating lengthy and heavy screenshot manuals for Payroll processes, using a checklist to follow for the payroll cycle would have worked, giving the client an overall image of the processes not being too complex. I grasped the feature’s significance and its convenience for customers. Combining it with Journeys has opened a completely new way to use it (Oracle Journeys Capabilities).

We are coming with innovative ways to use and solution packages ready to deploy, but until then here’s a quick generalized checklist template for Oracle Payroll Managers who can use it periodically to keep a track of

Having a checklist in place for Payroll Managers who can periodically follow it and-

assure minimal to minimal variance pay
minimal re-work/re-processing
minimal off-cycle runs
peace of mind with every period payment
timely cycle completion
timely reporting

The Spark of Innovation: Why Startups Matter More Than Ever

Posted on September 20, 2024September 20, 2024 by admin

After a decade in the industry, I’ve seen firsthand the power of agility. Nimble organizations, unburdened by the weight of established giants, can achieve incredible things. But why are startups so crucial for societal betterment? Let’s dive in.

Big ≠ Better: The Innovation Slowdown

Large organizations often prioritize stability over groundbreaking ideas. Layers of bureaucracy, strict processes, and a fear of failure can stifle innovation. Disruptive and radical changes, the kind that truly move the needle, often come from smaller players. Think Uber, Airbnb, Paytm – all companies that challenged the status quo and redefined industries.

If you will look at the type of innovation – normally it falls in the below quadrant.

Most of the Disruptive & Radical innovation has been driven by a startup/small company barring a few exceptions.

Startups: Champions of Customer Focus and Fresh Ideas

For startups, every customer is a lifeline. Their success hinges on exceeding expectations and delivering exceptional experiences. This laser focus on customer needs leads to creative solutions and a constant drive to improve. Additionally, unburdened by past limitations, startups bring fresh perspectives to the table. They aren’t afraid to ask “why?” and challenge the way things have always been done.

In Orbrick we believe in 1% improvement and encourage to bring innovative ideas.

Why Work with a Startup? A Win-Win Proposition

Here’s why startups are a compelling choice for both customers and employees:

Customers:
- Unwavering Dedication: Your success is their success. Startups go the extra mile to ensure a win-win outcome.
- Fresh Ideas: Say goodbye to “business as usual.” Startups bring innovative approaches to the table.
Employees:
- Impact Over Brand: Make a real difference. Your work has a tangible impact on the company’s direction and success.
- Unique Challenges & Big Rewards: Tackle exciting problems that haven’t been solved yet. The sense of ownership and potential impact is unmatched.
- Personalized Growth: Forget rigid hierarchies. Learn directly from the founders and leadership team. Your mentors are just a walk (or Slack message) away.

The Balancing Act: Growth vs. Agility

The challenge? As startups grow, they risk losing their agility. The very structures and processes that streamline operations can stifle the nimbleness that made them successful in the first place.

What set apart successful firms was the creativity and autonomy employees showed.

A World of Nimble Problem-Solvers

I dream of a world where passionate entrepreneurs tackle fascinating problems with lean teams, constantly pushing boundaries and making a positive impact. It’s a lofty goal, but one worth striving for. With a focus on agility and a dedication to solving real-world problems, startups hold the key to a more innovative and impactful future.

What are your thoughts? Do startups play a vital role in societal progress? Share your experiences and insights in the comments below!

Expense/Cost Allocations – Simplified Approach using Oracle EPM

Posted on August 29, 2024September 2, 2024 by admin

Introduction

Evidently every organization, whether small or large, performs various financial and non-financial activities throughout its existence. These activities range from focusing on daily business activities, recording financial transactions, maintaining an efficient supply chain, managing human and other resources, to generating revenue to cover various expenses.

As the organization expands, complexities in all the business areas increase hand in hand. As a result, to let people focus on dedicated areas, responsibilities are delegated to various responsibility centers such as cost centers, revenue centers, profit centers, etc.

Responsibility Centers and the Expense / Cost Allocation

Both Revenue Centers and Profit Centers have their sources of income to meet their expenses. On the other hand, Cost Centers incur expenses related to their operation but do not directly generate income. Hence there should be some income source for the Cost Centers to meet their expenses and run their operations. In addition to that, there are various other indirect expenses as well as overheads at the organizational level that also need an income source to pay for. Here’s when the Expense / Cost Allocation comes into the picture.

The impact of expenses incurred by the Cost Centers (Finance Department, HR Department, IT Department, Admin Department, etc.) needs to be distributed across different departments of the organization. The objective is that all the departments are aware of and responsible for their share of costs, can efficiently use their resources and accurately perform financial planning.

Challenges in Allocating Expenses / Costs

As good as it may sound, more than 30% of organizations across the world face difficulty in allocating expenses to Revenue / Profit Centers because they perform this operation manually / traditionally. The difficulty in allocating the expenses manually / traditionally can vary based on several factors:

Lack of Transparency and Visibility: In the allocation process, more than 50% organizations struggle in terms of transparency, which eventually leads to confusion and reduced efficiencies in tracking the way expenses are distributed across the cost centers.
Allocation Bias and Subjectivity: There exists unfairness and inconsistencies in expense distribution because of non-standardized procedures as approximately 35% of organizations experience bias in their allocation process.
Lack of Communication and Collaboration: For accuracy in cost allocation, effective communication and collaboration between Cost Centers and Finance Teams is crucial. Around 25% of organizations face difficulties in terms of effective communication and collaboration.
Size and Complexity of Business: The larger the size of a business, the more will be its departments and products, resulting in a more complex cost structure. It makes manual allocation error prone and more time consuming. On average, 40% of the large-scale organizations have very complex cost structure and methods that they struggle with the manual allocation process.
Allocation Methods and Allocation Keys / Basis: There exist multiple allocation methods and accordingly exist multiple allocation basis. Around 30% of organizations find it challenging to establish appropriate allocation methods as each method (Direct Method, Step / Sequential Method, and Reciprocal Method) has their own advantages and disadvantages. The simpler methods may be less challenging to manage, however, for more intricate ones, manual spreadsheet-based / traditional processes can become cumbersome.
Data Unavailability: In manual spreadsheet-based / traditional processes, gathering accurate data from various sources with no data loss can become tedious and requires very much back and forth process. More than 30% of the Organizations face significant challenges with respect to limited data access or poor data quality.

Sources:

Common Challenges And Solutions In Cost Center Expense Allocation

Common Challenges In Expense Allocation And How To Overcome Them

For Example:

In the Healthcare Industry, revenue streams are typically identified based on inpatient and outpatient days, categorized by the services provided by hospitals and clinics. The more services a hospital or clinic offers, the more complex and detailed the allocation process becomes.

Similarly, expenses in hospitals and clinics can be classified as direct, indirect, or overhead, depending on the cost centers and services provided to patients. For example, expenses like doctor fees, radiology test charges, or laboratory test charges can be directly allocated to the patient. However, allocating costs such as the salaries of ward attendants or supervisors to inpatients or outpatients requires a specific allocation method. Many other expenses cannot be directly assigned and require the use of drivers or activities to timely perform transparent and unbiased cost allocations with sufficient data being available.

Oracle EPM: Overcoming Manual / Traditional Challenges in Cost / Expense Allocation

Every organization has actual expenses that need to be allocated between the departments. It also has budgeted expenses that require allocation between the departments to perform efficient financial planning and forecasting.

To eliminate all the manual allocation challenges mentioned in the above section, you must have a robust software solution that automates the accurate data integration process as well as expense / cost allocation process using various allocation methods and allocation basis, for as big an organization as you have. Oracle Enterprise Performance Management (EPM) is the best fit for these requirements.

The modules of Oracle EPM help you perform the end-to-end process of allocating actual as well as budgeted expenses / costs in quick succession, in one click, and using simplest to most complex allocation methods and basis. Let me walk you through two of the best modules of Oracle EPM, i.e., Oracle EPBCS and Oracle EPCMCS, that best suits your needs.

Oracle EPBCS (Enterprise Planning and Budgeting Cloud Service)

If an organization needs robust financial planning with options for direct or single-step allocation methods, both for actual and planned data, Oracle EPBCS is an ideal solution.

In a SaaS deployment, Oracle EPBCS offers all the advanced budgeting, forecasting, data management, and analysis features of Oracle Hyperion Planning.

It provides immediate value and boosts productivity for business planners, analysts, modelers, and decision-makers across every part of an enterprise.

Oracle EPBCS supports organizations in various planning processes, including financial, workforce, capital, and project planning, along with what-if scenario analysis and modeling.

These processes come with built-in best practices, including predefined content like forms, calculations, dashboards, drivers, and KPIs.

How can we eliminate challenges & meet the allocation requirements through Oracle EPBCS?

Oracle EPBCS can address the challenges of manual cost allocation in several ways:

For Example: If a service industry or any other industry wants to allocate overhead costs like office rent or administration charges across their revenue centers, Oracle EPBCS can handle this efficiently. With actual and budgeted data already stored in the system, business rules, groovy scripts, and allocation driver logic can automatically distribute these costs across all revenue centers in a single step. If the budgeting or finance team wants to adjust the allocation pattern, they can easily select or create drivers based on their preferences, such as percentage allocation, gross margin percentage, revenue figures, or employee headcount.

Oracle EPCMCS (Enterprise Profitability and Cost Management Cloud Service)

If an organization needs to perform direct, multi-step, or reciprocal allocation methods for both actual and planned data, Oracle EPCMCS is the perfect software choice.

Businesses must be able to accurately measure, allocate, and manage costs and revenue to maximize profitability.

Oracle EPCMCS helps manage the cost and revenue allocations needed to determine profitability across various business segments like products, customers, regions, and branches.

It also allows you to use cost decomposition, consumption-based costing, and scenario analysis to measure profitability, providing valuable support for planning and decision-making.

How can we eliminate challenges & meet the allocation requirements through Oracle EPCMCS?

Oracle EPCMCS tackles manual cost allocation challenges in several ways:

For example: If a Healthcare Industry wants to allocate its Direct Costs, Indirect Costs, as well as Overheads to its Revenue Centers, it must go through multiple allocation logics, drivers, and layers for the same. The more cost centers, expenses, and overheads involved, the more complex the allocation becomes. Suppose, the cost of surgical supplies might be directly allocated to the surgery department, while the maintenance department’s costs could be distributed first to other departments like radiology and surgery. Then, radiology’s costs might be further allocated to surgery and other departments. If the radiology department provides services to the laboratory, and the laboratory also serves radiology, a reciprocal method would allocate costs to reflect this mutual relationship. No matter how complex the allocation mechanism, Oracle EPCMCS is fully equipped to handle it using various drivers, logics, methods, and bases.

Conclusion

Overall, Oracle EPBCS as well as Oracle EPCMCS transforms cost allocation from a belief-driven manual process to one grounded in solid data and automation, helping you to take more informed decisions, improved cost control, etc. However, choosing one of the two or selecting both of them, is dependent on the business requirements.

If the need is to perform robust Financial Planning as well as to perform Direct or Single Step Allocation, Oracle EPBCS can be chosen as it contains actual data through Data Integration, and the planned data is generated through the system itself.

If the need is to focus on accurately measuring, allocating, and managing costs and revenue to maximize profitability, using Multi-Step Allocation or Reciprocal Allocation along with Direct Allocation, Oracle EPCMCS can be chosen as it contains actual data through Data Integration, and the Budgeted Data needs to be integrated from other planning systems like Oracle EPBCS.

Employee Compensation Pre and Post COVID19

Posted on August 5, 2024September 11, 2024 by admin

The Compensation and Benefits Package an employee receives is considered the main motivator for them (outside of a personal sense of purpose). As such, it plays a crucial role in determining successful recruiting, engagement, and retention strategies. Failing to offer the right mix of benefits and compensation will translate into additional costs for the organization. According to a survey by Pew Research Center, low pay, lack of opportunities and feeling disrespected at work are the top reasons why Americans changed their jobs. Findings related to the COVID-19 impact showed that employees’ lifestyle has changed, and flexible working hours are the top benefit, followed by more paid time-off options.

The COVID-19 pandemic has had a significant impact on the compensation of employees across various sectors and industries. According to a survey by WorldatWork, in the USA an average salary structure has seen upward adjustments of 1.9% in 2020, representing a significant slowdown from 2.2% in 2019, affected by a much larger number of organizations reporting no salary structure increase. According to a report by Willis Towers Watson average actual salary increases hit 5.4% in 2023 as compared to 5.0% in 2022 among organizations in the top 15 economies around the world. It is estimated that the increase would be around 5.0% in 2024.

Compensation trends that have emerged or intensified during the COVID-19 pandemic:

Variable pay: Many employers have shifted from fixed pay to variable pay to align their compensation costs with their business performance and to incentivize their employees based on their results. Variable pay can include bonuses, commissions, profit sharing, stock options, or other forms of contingent rewards. According to a survey by Aon, 42% of companies in India plan to increase their variable pay budgets in 2021, up from 33% in 2020. This is to reduce the fixed costs and can modify costs based on company performance and market outlook.
Total rewards: The pandemic has also prompted many employers to adopt an integrated approach to compensation, which considers not only monetary rewards but also non-monetary benefits that employees receive. According to a study by timesjobs.com bureau, 70% of companies in India plan to enhance their total rewards strategy in 2021, up from 56% in 2020. This results in a change in employee perspective, giving them the impression that the organization is looking at the overall well-being of the employee.
Proximity Bias: The recent shift to remote or hybrid work has created a “visibility” concern for many employees. Proximity bias describes how people in positions of power tend to treat workers who are physically closer to them more favorably. This stems from the antiquated assumption that those who work remotely are less productive than those who work from office. Additionally, this is an example of the out of sight out of mind” effect.

A survey by the SHRM (2018) showed important correlations between compensation and benefits and job satisfaction, where 92% implied compensation and benefits were critical to their job satisfaction; while 32% stated that the reason why they loved working in the company was exactly the benefits and compensation they received.

Factors that have affected the compensation pre and post COVID-19:

The type of industry and occupation: Some sectors, such as health care, technology, e-commerce, and logistics, have experienced increased demand and growth during the pandemic, while others, such as hospitality, tourism, entertainment, and retail, have suffered severe losses and closures. This has resulted in different compensation trends and strategies for different industries and occupations. For example, some employers in high-demand sectors have offered bonuses, incentives, or retention payments to attract and retain talent, while others in low-demand sectors have implemented pay cuts, furloughs, or layoffs to reduce costs and survive.
The mode of work: The pandemic has also accelerated the shift to remote work for many employees who can perform their tasks online. This has created new opportunities and challenges for compensation management. On one hand, remote work can offer flexibility, cost savings, and productivity benefits for both employers and employees. On the other hand, remote work can also pose issues such as communication difficulties, isolation, security risks, and performance evaluation. Therefore, some employers have adjusted their compensation policies to reflect the changing nature of work and to reward employees based on their outcomes rather than their inputs.
The employee expectations and preferences: The pandemic has also changed the expectations and preferences of employees regarding their compensation and benefits. Many employees have prioritized their health, safety, and well-being over their financial rewards during this crisis. Therefore, some employers have enhanced their non-monetary benefits such as health insurance, wellness programs, paid leave, flexible work arrangements, and employee assistance programs to support their employees’ physical and mental health.

Insights:

Some of the changes that companies need to do to their compensation policies post covid are:

Change performance evaluation: Review the performance evaluation and incentive systems to align them with the new goals and challenges of the post-covid era. Instead of leaving it up to chance, create clear guidelines for each role. Define responsibilities, expectations, and next steps for career growth. Having a defined path for growth makes it easier to evaluate both in-office and remote employees. And your team will appreciate knowing what they need to do to be rewarded for their hard work. Our recommendation is to schedule regular check-ins with the employees to develop a more inclusive workplace for remote workers.
Change pay structure: Employers may also need to redesign their bonus, commission, stock option, and other incentive plans to motivate and reward employees for achieving the desired outcomes. This will help in reducing the fixed costs and keep the employee motivated at the same time.
Enhance benefits: Evolve the benefits and rewards that support employee well-being and work-life balance. Companies need to offer benefits and rewards that address these needs, such as health insurance, wellness programs, mental health support, paid leave, childcare assistance, learning and development opportunities, etc.
Communicate: Employees are happy if they feel they are being paid fairly for their work, but they are more engaged if companies have a transparent compensation policy. Employees trust companies more if they understand the company’s decision-making process for employment packages, and employers need to be able to explain this clearly to the rest of the organization. Even if an employee disagrees with the company’s process, it opens a path for them to communicate their opinions and concerns, leading to a healthy discussion for companies to improve their compensation and benefits packages.
Conduct Employee surveys: Surveying employees from all rankings on their needs and what they look for in a company gives perspective on what the company can do to improve how they take care of the workforce. Employees from one company can have diverse needs and wants compared to other employees from another company, so it is important for employers to understand their workforce and not solely rely on and copy other companies’ compensation and benefits packages. Employee surveys and feedback also reveal what employees think of the company and can help clarify any misunderstandings or catch any grievances employees could develop towards the company in the future.

The Importance of Design in Digital Transformation: A Designer’s Perspective

Posted on August 1, 2024August 4, 2024 by admin

The world is so ever-changing that we had to invent terms like VUCA, BANI, TUNA and the ilk. The world of Digital transformation evolves even more rapidly. Design plays a bigger role than ever in shaping user experiences and driving business success. It’s no wonder why design-driven companies have outperformed the S&P Index by 219% over 10 years (https://business.adobe.com/blog/the-latest/15-mind-blowing-stats-about-design-led-businesses). As we see a deluge of AI generated content and design, we need to lean in and become more human for us to have any true differentiation. From creating intuitive interfaces to developing cohesive user journeys – we need to ensure that technology not only meets functional needs but also resonates with users on a deeper level. One area where the impact of design is particularly profound is in the realm of Enterprise Resource Planning (ERP) systems.

Digital transformation is more than just dropping new technologies into existing business processes. It is a holistic approach that reshapes how organizations operate and deliver value. This transformation encompasses a range of innovations, from cloud computing and artificial intelligence to data science. It also encompasses process redesigns and mindset overhauls. At its core, digital transformation aims to improve efficiency, enhance customer and employee experiences, and drive innovation.

In a world of perfect competition with over 80 “popular” ERP vendors and hundreds of smaller products, features and abilities start to blend in and become similar across the spectrum. A major differentiation for products then is in their User Experience and Design. Similarly, with hundreds of ERP System Implementors, the major differentiation can come from Design Thinking and Service Delivery Design.

The Role of Design in Digital Transformation

Design is the bridge between technology and the user. It translates complex functionalities into accessible and engaging experiences. In the context of digital transformation, design ensures that new technologies are not only functional but also intuitive and user-friendly. As my Design Office colleague Niyam might put it – in the world of ERP, “Adoption beats Perfection”. If you don’t have the user at the centre, you may get a “perfect” system, but you will never realize the value you hoped to reap from it. Here are several ways design contributes to successful digital transformation:

User-Centered Approach: Design thinking, a methodology centered on empathy and understanding user needs, is crucial in digital transformation. By focusing on the end-user, designers can create solutions that are tailored to specific pain points and requirements. This approach ensures higher user adoption and delight. By imbibing this, we make sure we never veer from the purpose for which the ERP was selected as a tool.
Simplification: Digital transformation often involves complex systems and processes. Design helps to simplify these complexities through clear and concise interfaces, making it easier for users to navigate and perform tasks efficiently.
Consistency and Cohesion: A well-designed digital transformation strategy ensures consistency across all touchpoints. This cohesive approach not only strengthens the brand but also provides a seamless experience for users, whether they are interacting with a mobile app, a website, or an ERP system. Design consistency when designing solutions can reduce the learning curve of the new system.
Innovation: Design Thinking lets us quickly empathize, experiment and evolve our service delivery, our solutions, and our products to fit the unique context of each of our customers. Some of our most innovative ideas like our AI Assistant Orbri and our Video Game & AR based onboarding process come from our Design Thinking sessions.
Analysis: Decision Dashboard Design is another major aspect of the work I do with Orbrick. It is important to highlight the right information in the right context and the right time so that ERPs can be used to take the right decisions.

Conclusion

As digital transformation continues to reshape industries, the role of a Design Office becomes increasingly important. Designers bring a unique perspective that ensures technology is not only functional but also engaging and user-friendly. In the context of ERP consulting (which is a traditionally non-design-led industry), design can significantly enhance user experience, drive adoption, and ultimately contribute to the success of digital transformation initiatives.

APEX vs VBCS: How to make the right choice?

Posted on August 1, 2024August 3, 2024 by admin

Low code tool is new buzzword here from sometime now. Platforms which enabled developer community to produce applications, with fraction of efforts and very few line of codes. These platforms empower developers to create software solutions with minimal manual coding, leveraging visual interfaces, pre-built components, and drag-and-drop functionality.

Absolutely, Oracle has recognized the importance of low-code development and has positioned itself as a key player in this space. Instead of one, Oracle has 2 solutions in Low-Code tool space: APEX (Application Express) and VBCS (Visual Builder Cloud Service). But Why 2 low-code tools? What is oracle doing? & Which tool to choose as developer or end customer?

Here are how oracle places both tools on its site:

APEX:

VBCS:

The main difference is clear in title itself – APEX: “Data Driven Application” & VBCS: “Build Extensions for cloud applications”.

Apex is here from around 20 Years, and it is one of the oracle’s prime development tools. They have invested a lot into it and improved it constantly. Although it builds very robust modern looking webapps but at the core it uses simple SQL and PLSQL. Old school developers find this very friendly. It can be run on cloud or on premise. This tool is for both citizen and professional developers. Citizen developers are those who knows only very basics of coding and intend to create lighter applications. It allows developers to leverage their SQL and PL/SQL skills to build data-centric applications rapidly.

On the other hand, VBCS is a newer addition to Oracle’s low-code offerings. The reason was to have a tool which truly cloud, web-based platform using JavaScript. VBCS is based on Oracle JET, which stands for JavaScript Extension Toolkit. JavaScript is de facto standard for web application development. It gives web application developer an advanced experience of what they generally do. It supports git management, docker and CI/CD which makes it more robust from DevOps perspective. For simpler apps it is near no-code. The main use case of VBCS is for expanding and add extensions to any oracle cloud service like oracle fusion. VBCS integrates seamlessly with other Oracle Cloud services, making it a compelling choice for organizations already invested in Oracle’s cloud ecosystem. The data source is generally a rest end points, making it truly neutral to database. One of the main advantages is its ability to create truly native mobile application.

	APEX	VBCS
Positioning	20x Faster w 100X less code	Extensions to oracle cloud apps
Cost	Free with oracle database.	$ per OCPU. It counts message packs in relation to active users and OIC integration calls it makes
Data Source: Developer Mindset	Oracle Database: You can think of as a relational data model structure underneath	Rest End points: Plan/Design Rest endpoints carefully. It can be any rest enabled database schema also
DevOPS	APEX Team Development: APEX Maintains application inside database hence do not compatible with DevOps Tools	Visual Builder Studio: Better than APEX DevOps as it supports git, CI/CD, Docker etc. Visual Builder has better product life cycle management
WebAPP	Y	Y
Mobile Application development		Y
Oracle SaaS extensions		Y
Product Maturity and bigger community	Y
Deployment	It sits on top of Oracle Database hence it is tightly coupled with it. APEX can be deployed at both on-premise or on cloud	It is neutral to oracle database and truly webapp/mobileApp development platform. Deployed on-cloud.
Developer Skill as Prerequisites	SQL & PLSQL	Javascript, Rest, Oracle Jet, Database

So now let’s try to answer the questions we raised initially:

Why two low-code tools instead of one?

The decision likely stems from Oracle’s recognition that different developers have different preferences, skill sets, and project requirements. By offering both APEX and VBCS, Oracle can cater to a wider audience and provide solutions tailored to various use cases. Additionally, having multiple low-code platforms allows Oracle to address different aspects of application development, from data-centric applications with APEX to more modern, user interface-focused applications with VBCS. This strategy enables Oracle to stay competitive in the rapidly evolving low-code development market and better serve the diverse needs of its customers.

Which to Choose?

Go for VBCS if require oracle fusion extension app. Go for VBCS if want mobile application. Go for VBCS if want truly platform neutral webapp.

Go for APEX if current skillset if SQL/PLSQL. Go for APEX if want to keep maintenance cost low.

By considering these factors, organizations or developers can make informed decisions about which Oracle low-code platform best suits their specific requirements and goals. Whether prioritizing skill compatibility, cost-effectiveness, or specialized functionalities, Oracle offers options to meet diverse needs in application development.

Conclusion:

It is indeed a tale of 2 siblings. Both are children of powerful father named Oracle. Both, APEX and VBCS, benefit from Oracle’s vast resources, developer community, user group and commitment to provide an ease to learn & continuous product improvement.

Elder One, APEX, is traditional old-school (SQL/PLSQL), robust, proven, well established in life and conservative with money (free with DB).

The younger child, VBCS, is modern (JavaScript, mobile & true webapp), innovative, looking to solve many futuristic problems, expensive but promising.