The Ledger

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analytical business leaders

Tag Archives: Analytics

Forbes: Hatching Innovation In Sustainability And Tech: A Q&A With Rembrandt’s CFO

“Information technology and finance/accounting are very complementary. One often hears that a finance/accounting department is only as good as the data provided. The same is true for good IT departments. IT provides systems and tools for both data collection and data consumption. Accounting is the number one consumer of IT data. It is very important for the IT team to provide means to collect and maintain data used to inform the business profitability.”

Read More at Forbes >

CFO Journal: Finance at the Center of Data and Analysis at Coca-Cola

“The power of having datasets and data systems that can integrate with each other and connect with others across the enterprise is enormous. That is a big part of what we are doing now. Finance has a critical role to play—to set the tone, to inject the focus and the discipline, and to make sure that we stay the course, working closely with our functional and operational counterparts.”

Read More at The Wall Street Journal >

FP&A Trends: My Top Five Predictive Planning Lessons

“Ask people what predictive analytics is about – they might mention a crystal ball or sci-fi novels. In practice predictive analytics has nothing to do with black magic or rocket science. It is a proven and robust technology, based on math, that can bring concrete benefits to finance organisations, when rightly used.”

Read More at FP&A Trends >

CFO Journal: Got Data? Now Create the Right Operating Model

“Companies embracing an ED&A operating model have the opportunity to unite the enterprise around data and make everyone aware of and accountable for its strategic value. By eliminating data silos and introducing data governance, they give the enterprise transparency and access to high-quality and expanded datasets that enable use cases previously considered out of reach. Data and analytics become available as a service through modular platforms grounded in a common data architecture. Instead of just hindsight, data starts delivering foresight.”

Read More at The Wall Street Journal >

CFO Journal: Remove Blinders to Navigate Uncertainty

“At a time when companies face competition that is both fiercer and faster, using an obstructed or incomplete outlook as the basis for decision-making can result in bad outcomes. Before they can gain a complete view of the marketplace, leaders may first want to take a hard look at their own blind spots.”

Read More at The Wall Street Journal >

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.”

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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 >