The Ledger

Curated content for
analytical business leaders

Tag Archives: Analytics

CFO Journal: How to Act in the Face of Uncertainty

“Until recently, business leaders could assume that the immediate future would bear enough resemblance to the recent past that they could construct sturdy forecasts out of the data, assumptions, and real-world experience they’d been accumulating. Relying on continuity from past events, however, has always been a specious practice, especially in fast-moving industries, and can be existentially dangerous today.”

Read More at The Wall Street Journal >

SF Magazine: Change Management in Disguise

“The success of an analytics transformation depends on the success not only of the technical solution, but also the change management. In other words, organizations need to both drive the business and understand how to go from hindsight to foresight.”

Read More at SF Magazine >

Accounting Today: 3 Steps to Improving Your Accounting Data Analytics Results

“Descriptive and diagnostic analytics ranging from inventory availability to variance analysis have been performed since Luca Pacioli created double-entry accounting. Long before user-friendly dashboards existed, we used Excel spreadsheets and charts. And before Excel? We did it by hand.

Thankfully modern accountants can leverage advanced technologies to perform analysis at scale and speed, dramatically increasing the amount of accounting and non-accounting data available to shape our analysis.”

Read More at Accounting Today >

FP&A Trends: Finance Transformation and the Future of FP&A

“While a reliable FP&A function relies on a solid business strategy and a sound financial acumen, at the execution level, the future of FP&A depends on three key building blocks: Digital, Data and Analytics. What are these building blocks and why do they matter from the FP&A perspectives? “

Read More at FP&A Trends >

CFO Dive: Making FP&A Analysts the CFO’s Braintrust

“The goal is to identify levers in each function area that drives that part of the organization’s overall success, put a dollar amount to the levers so leadership can know how much spend will result in how much improved performance, and then course-correct as the metrics rise or fall.”

Read More at CFO Dive >

CFO Magazine: A Small Business CFO’s Practical Approach to New Technologies

“Consider how data analytics and visualization tools are becoming more powerful and easy to use. Could you leverage data analytics and visualization tools to enhance finance and other departments’ storytelling abilities, enabling cross-functional partners to understand current realities and trends better and thus make better decisions?”

Read More at CFO Magazine >

CFO Dive: Forecasting Cash Flow Under Volatile Conditions

““I think it’s important to forecast cash flows by estimated revenue by product, by customer, by currency, and by breaking down operating costs between fixed and variable and other categories. If there are certain variables, like key input prices that could fluctuate dramatically, having a proper sensitivity analysis can help.””

Read More at CFO Dive >

Accounting Today: Data Analysis and Forecasting Software: Taking a Look Into the Future

“But in some practices, there’s been a degree of hesitation in adopting one of the excellent software applications targeted at this need. As with many applications, building and using an Excel spreadsheet model is still a popular approach. And some practices are hesitant to adopt and apply an analytical application that uses techniques they may not have been exposed to — essentially a “black box.” But in today’s world, many of the apps and software solutions in use employ techniques that you may not be able to detail step by step, but that produce results that are probably a quantum level above those that could be achieved a decade ago. And that’s a very good and profitable development.”

Read More at Accounting Today >

CFO Dive: Data, Communications Pose Hidden Scaling Costs

“The central lesson from the exercise, Nucci said, is the hidden cost of misaligned analytics on a company’s ability to scale its operations efficiently. 

“I regret not taking the time to [centralize analytic operations] and have that single source of truth from a data perspective from the beginning””.

Read More at CFO Dive >