Predictive Business Analytics: Forward Looking Capabilities to Improve Business Performance
Lýsing:
Discover the breakthrough tool your company can use to make winning decisions This forward-thinking book addresses the emergence of predictive business analytics, how it can help redefine the way your organization operates, and many of the misconceptions that impede the adoption of this new management capability. Filled with case examples, Predictive Business Analytics defines ways in which specific industries have applied these techniques and tools and how predictive business analytics can complement other financial applications such as budgeting, forecasting, and performance reporting.
Examines how predictive business analytics can help your organization understand its various drivers of performance, their relationship to future outcomes, and improve managerial decision-making Looks at how to develop new insights and understand business performance based on extensive use of data, statistical and quantitative analysis, and explanatory and predictive modeling Written for senior financial professionals, as well as general and divisional senior management Visionary and effective, Predictive Business Analytics reveals how you can use your business's skills, technologies, tools, and processes for continuous analysis of past business performance to gain forward-looking insight and drive business decisions and actions.
Annað
- Höfundar: Maisel, Lawrence, Cokins, Gary
- Útgáfa:1
- Útgáfudagur: 26-09-2013
- Blaðsíður: 272
- Hægt að prenta út 2 bls.
- Hægt að afrita 10 bls.
- Format:ePub
- ISBN 13: 9781118240151
- Print ISBN: 9781118175569
- ISBN 10: 1118240154
Efnisyfirlit
- Cover
- Contents
- Additional praise for
- Series Page
- Title Page
- Copyright
- Dedication
- Preface
- NOTES
- PART ONE: “Why”
- CHAPTER 1: Why Analytics Will Be the Next Competitive Edge
- ANALYTICS: JUST A SKILL, OR A PROFESSION?
- BUSINESS INTELLIGENCE VERSUS ANALYTICS VERSUS DECISIONS
- HOW DO EXECUTIVES AND MANAGERS MATURE IN APPLYING ACCEPTED METHODS?
- FILL IN THE BLANKS: WHICH X IS MOST LIKELY TO Y?
- PREDICTIVE BUSINESS ANALYTICS AND DECISION MANAGEMENT
- PREDICTIVE BUSINESS ANALYTICS: THE NEXT “NEW” WAVE
- GAME-CHANGER WAVE: AUTOMATED DECISION-BASED MANAGEMENT
- PRECONCEPTION BIAS
- ANALYSTS' IMAGINATION SPARKS CREATIVITY AND PRODUCES CONFIDENCE
- BEING WRONG VERSUS BEING CONFUSED
- AMBIGUITY AND UNCERTAINTY ARE YOUR FRIENDS
- DO THE IMPORTANT STUFF FIRST—PREDICTIVE BUSINESS ANALYTICS
- WHAT IF . . . YOU CAN
- NOTES
- CHAPTER 2: The Predictive Business Analytics Model
- BUILDING THE BUSINESS CASE FOR PREDICTIVE BUSINESS ANALYTICS
- BUSINESS PARTNER ROLE AND CONTRIBUTIONS
- SUMMARY
- NOTES
- CHAPTER 1: Why Analytics Will Be the Next Competitive Edge
- CHAPTER 3: Guiding Principles in Developing Predictive Business Analytics
- DEFINING A RELEVANT SET OF PRINCIPLES
- PRINCIPLE 1: DEMONSTRATE A STRONG CAUSE-AND-EFFECT RELATIONSHIP
- PRINCIPLE 2: INCORPORATE A BALANCED SET OF FINANCIAL AND NONFINANCIAL, INTERNAL AND EXTERNAL MEASURES
- PRINCIPLE 3: BE RELEVANT, RELIABLE, AND TIMELY FOR DECISION MAKERS
- PRINCIPLE 4: ENSURE DATA INTEGRITY
- PRINCIPLE 5: BE ACCESSIBLE, UNDERSTANDABLE, AND WELL ORGANIZED
- PRINCIPLE 6: INTEGRATE INTO THE MANAGEMENT PROCESS
- PRINCIPLE 7: DRIVE BEHAVIORS AND RESULTS
- SUMMARY
- CHAPTER 4: Developing a Predictive Business Analytics Function
- GETTING STARTED
- SELECTING A DESIRED TARGET STATE
- ADOPTING A PBA FRAMEWORK
- DEVELOPING THE FRAMEWORK
- SUMMARY
- NOTES
- CHAPTER 5: Deploying the Predictive Business Analytics Function
- INTEGRATING PERFORMANCE MANAGEMENT WITH ANALYTICS
- PERFORMANCE MANAGEMENT SYSTEM
- IMPLEMENTING A PERFORMANCE SCORECARD
- MANAGEMENT REVIEW PROCESS
- IMPLEMENTATION APPROACHES
- CHANGE MANAGEMENT
- SUMMARY
- NOTES
- CHAPTER 6: MetLife Case Study in Predictive Business Analytics
- THE PERFORMANCE MANAGEMENT PROGRAM
- IMPLEMENTING THE MOR PROGRAM
- BENEFITS AND LESSONS LEARNED
- SUMMARY
- NOTES
- CHAPTER 7: Predictive Performance Analytics in the Biopharmaceutical Industry
- CASE STUDIES
- SUMMARY
- NOTE
- CHAPTER 8: Why Do Companies Fail (Because of Irrational Decisions)?
- IRRATIONAL DECISION MAKING
- WHY DO LARGE, SUCCESSFUL COMPANIES FAIL?
- FROM DATA TO INSIGHTS
- INCREASING THE RETURN ON INVESTMENT FROM INFORMATION ASSETS
- EMERGING NEED FOR ANALYTICS
- SUMMARY
- NOTES
- CHAPTER 9: Integration of Business Intelligence, Business Analytics, and Enterprise Performance Management
- RELATIONSHIP AMONG BUSINESS INTELLIGENCE, BUSINESS ANALYTICS, AND ENTERPRISE PERFORMANCE MANAGEMENT
- OVERCOMING BARRIERS
- SUMMARY
- NOTES
- CHAPTER 10: Predictive Accounting and Marginal Expense Analytics
- LOGIC DIAGRAMS DISTINGUISH BUSINESS FROM COST DRIVERS
- CONFUSION ABOUT ACCOUNTING METHODS
- HISTORICAL EVOLUTION OF MANAGERIAL ACCOUNTING
- AN ACCOUNTING FRAMEWORK AND TAXONOMY
- WHAT? SO WHAT? THEN WHAT?
- COEXISTING COST ACCOUNTING METHODS
- PREDICTIVE ACCOUNTING WITH MARGINAL EXPENSE ANALYSIS1
- WHAT IS THE PURPOSE OF MANAGEMENT ACCOUNTING?
- WHAT TYPES OF DECISIONS ARE MADE WITH MANAGERIAL ACCOUNTING INFORMATION?
- ACTIVITY-BASED COST/MANAGEMENT AS A FOUNDATION FOR PREDICTIVE BUSINESS ACCOUNTING
- MAJOR CLUE: CAPACITY EXISTS ONLY AS A RESOURCE
- PREDICTIVE ACCOUNTING INVOLVES MARGINAL EXPENSE CALCULATIONS
- DECOMPOSING THE INFORMATION FLOWS FIGURE
- FRAMEWORK TO COMPARE AND CONTRAST EXPENSE ESTIMATING METHODS
- PREDICTIVE COSTING IS MODELING
- DEBATES ABOUT COSTING METHODS
- SUMMARY
- NOTES
- CHAPTER 11: Driver-Based Budget and Rolling Forecasts
- EVOLUTIONARY HISTORY OF BUDGETS
- A SEA CHANGE IN ACCOUNTING AND FINANCE
- FINANCIAL MANAGEMENT INTEGRATED INFORMATION DELIVERY PORTAL
- PUT YOUR MONEY WHERE YOUR STRATEGY IS
- PROBLEM WITH BUDGETING
- VALUE IS CREATED FROM PROJECTS AND INITIATIVES, NOT THE STRATEGIC OBJECTIVES
- DRIVER-BASED RESOURCE CAPACITY AND SPENDING PLANNING
- INCLUDING RISK MITIGATION WITH A RISK ASSESSMENT GRID
- FOUR TYPES OF BUDGET SPENDING: OPERATIONAL, CAPITAL, STRATEGIC, AND RISK
- FROM A STATIC ANNUAL BUDGET TO ROLLING FINANCIAL FORECASTS
- MANAGING STRATEGY IS LEARNABLE
- SUMMARY
- NOTES
- CHAPTER 12: CFO Trends
- RESISTANCE TO CHANGE AND PRESUMPTIONS OF EXISTING CAPABILITIES
- EVIDENCE OF DEFICIENT USE OF BUSINESS ANALYTICS IN FINANCE AND ACCOUNTING
- SOBERING INDICATION OF THE ADVANCES YET NEEDED BY THE CFO FUNCTION
- MOVING FROM ASPIRATIONS TO PRACTICE WITH ANALYTICS
- APPROACHING NIRVANA
- CFO FUNCTION NEEDS TO PUSH THE ENVELOPE
- SUMMARY
- NOTES
- CHAPTER 13: Organizational Challenges
- WHAT IS THE PRIMARY BARRIER SLOWING THE ADOPTION RATE OF ANALYTICS?
- A BLISSFUL ROMANCE WITH ANALYTICS
- WHY DOES SHAKEN CONFIDENCE REINFORCE ONE'S ADVOCACY?
- EARLY ADOPTERS AND LAGGARDS
- HOW CAN ONE OVERCOME RESISTANCE TO CHANGE?
- THE TIME TO CREATE A CULTURE FOR ANALYTICS IS NOW
- PREDICTIVE BUSINESS ANALYTICS: NONSENSE OR PRUDENCE?
- TWO TYPES OF EMPLOYEES
- INEQUALITY OF DECISION RIGHTS
- WHAT FACTORS CONTRIBUTE TO ORGANIZATIONAL IMPROVEMENT?
- ANALYTICS: THE SKEPTICS VERSUS THE ENTHUSIASTS
- MAXIMIZING PREDICTIVE BUSINESS ANALYTICS: TOP-DOWN OR BOTTOM-UP LEADERSHIP?
- ANALYSTS PURSUE PERCEIVED UNACHIEVABLE ACCOMPLISHMENTS
- ANALYSTS CAN BE LEADERS
- SUMMARY
- NOTES
- About the Authors
- Index
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- Gerð : 208
- Höfundur : 12665
- Útgáfuár : 2013
- Leyfi : 379