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
• PART TWO: Principles and Practices
  • 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
• PART THREE: Case Studies
  • 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
• PART FOUR: Integrating Business Methods and Techniques
  • 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
• PART FIVE: Trends and Organizational Challenges
  • 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
• End User License Agreement

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