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Increase Revenue by 8%, Reduce Costs by 10% using analytics

By Ian Yates,  Managing Director at Barcanet

It goes without saying that every successful business needs to be in full control of their finances - both income and expenses. To thrive in the current economic climate, businesses must make effective use of all the data their business produces. 

Although costs should not be a businesses No. 1 priority, it is paramount that business owners grasp the positive financial impact detailed analysis of their cost and operational performance data can have in both the short and long term. 

Towards Analytic Maturity

by Michael Coveney, co-author of "Budgeting, Planning, and Forecasting in Uncertain Times"

The volume of data available today is staggering. It is estimated that every 60 seconds around 1,820 Terabytes of data will have been created, 700,000 Google searches performed along with 98,000+ tweets and 11 million instant messages. Of course not all will be relevant to your organisation, but if data represents the ever changing requirement of our customers, shouldn’t we be interested? Business Analytics provides the only way to quickly and effectively sift through an ever increasing mountain of data to highlight hidden trends and nuggets of information that could be vital to survival and growth.

The New World FP&A Business Partners: Who are they?

By Larysa Melnychuk, Managing Director at FP&A Trends group

On 16th May 2017, 35 senior finance practitioners joined the fourth meeting of the Geneva FP&A Board. The representatives from such leading companies as Duracell, DXC, General Mills, Honeywell, Medtronic, Newell Brands, Nissan, PepsiCo, Procter and Gamble, The Economist, Tesco PLC, etc., gathered to discuss the latest trends in FP&A Business Partnering

Why budget?

By Steve Morlidge, Business Forecasting thought leader, author of "Future Ready: How to Master Business Forecasting" and  "The Little Book of Beyond Budgeting"

It’s difficult to think of a business process that is more unpopular than budgeting.

In nearly two decades of writing and talking on the subject I have yet to come across anyone who is prepared to stand up and say it is a good thing.

7 Key Analytic Models

by Michael Coveney, co-author of "Budgeting, Planning, and Forecasting in Uncertain Times"

The role of planning is to help manage what can be controlled (i.e. the organisation ’s business processes, the resources it applies to those processes,  and the volume and quality of work done in those processes) to produce outcomes that will achieve organisational objectives, within an uncontrollable and unknowable external environment. From this, it can be seen that an organisation’s business processes are central to Business Analytics.

To plan and monitor performance effectively requires a network of analytic models.  Most organisations are too large and complex to have a single model, and so the models I will describe may be implemented as separate but linked physical entities.

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