Tag: performance management

Leo Sadovy 0
External data: Radar for your business

How much of your business performance (profit) is driven by external factors versus internal?  A figure of 85% compared to 15% was mentioned at last month’s Manufacturing Analytics Summit, and although I could not find the study mentioned to confirm, it feels about right to me.  Certainly more than half,

Analytics
Leo Sadovy 0
The skeptical CFO

During a recent presentation on performance management I had an audience member ask me if perhaps I had minored in cynicism along with my degree in finance.  I replied that, with the science, psychology and philosophy I’d taken, I probably had minored in skepticism, but that the cynicism came later,

Data Management
Leo Sadovy 0
To BI and beyond: A BI primer

I remarked in an earlier post (“BI and Better Decisions”) that, prior to joining SAS, while I understood analytics and performance management just fine, the phrase ‘business intelligence’ was not in my vocabulary”.  Turns out I’m not the only finance professional so inflicted.  I was invited last week to give a

Leo Sadovy 0
Surfing the disturbance

The future of business is the martial arts CEO, the jujitsu strategist.  Far too many organizations approach business with an American football mentality, complete with scripted plays, huddles and time outs, but the real world isn’t quite so convenient and accommodating.  The real business world is 7x24 with no time outs

Analytics
Leo Sadovy 0
Conversational analytics

When you begin your career your most important skills are your hard, technical skills; the finance and accounting, the statistics and economics, the physics and chemistry, the engineering and calculus.  But as I tell my business school mentees, as your career progresses, the emphasis changes such that much sooner than

Leo Sadovy 0
Rolling forecasts, or Who ordered that?

I have previously dealt independently with issues of forecasting, planning, and budgeting in separate posts, and the time has now come to pull them all together in one place and just come out and say what I really mean. This integrative post was prompted by a recent invitation I received

Leo Sadovy 0
Normal accidents, Risk, and the Man who Saved the World

If you are feeling out of sorts, a bit down and out, and want to take it all the way to full-blown depression, have I got a book recommendation for you: “Normal Accidents”, by Charles Perrow (1984). Perrow’s premise is that we have designed certain systems, nuclear reactors being his primary

Leo Sadovy 0
Playing 'Marco Polo', and other forecasting approaches

Here is a four-stage approach to financial forecasting. I urge you to seriously consider adopting at least level 1, then next look at how layering on the other stages might transform your approach to business planning. The four stages are: (1) Multiple Forecast Inputs,  (2) Marco Polo,  (3) Driver-based forecasting,

Leo Sadovy 0
Plan V

Quiz time. Just to see if you learned anything from the last go around. The “V”, by the way, could stand for “volatile”, as in the 2008-09 global economic meltdown, or perhaps “volcano”, as in the 2010 eruptions of Iceland’s Eyjafjallajökull volcano. Did you have a Plan V for the

Leo Sadovy 0
What’s a Budget for?

With the exception of the occasional James Bond movie that proves the rule, we don’t as a matter of course combine our modes of transportation into one all-purpose vehicle, and we even tend to park our cars, boats and planes in separate facilities. But when it comes to financial management,

Leo Sadovy 0
How Certain is that Number in the Window

My introduction to the issue of risk in business decision making came rather abruptly and rudely during what I thought was going to be another routine quarterly business review with the executive committee. My particular agenda item was to present the business case for a “lite” version of one of

Leo Sadovy 0
Strategy Frameworks

Somewhat surprisingly, we all probably know what we mean when we use strategy as an adjective, “strategic”, but manage to make a complete muddle out of the word as a noun, “strategy”. Can our tactics be strategic? I would think yes, if they are in accordance with some strategy. Can

Leo Sadovy 0
Stuck in the Middle

At the beginning of each year our Scout Troop puts the newly elected boy leaders through JLT, Junior Leader Training, in order to prepare them for the roles they will assume within the troop. About mid-way through the day-long training session, after we have covered the duties of all the

Analytics
Kelly Levoyer 0
No fairy tales here

I'm writing from the freezing cold press room in a resort in sunny Orlando, Florida, where SAS is hosting its annual customer and executive conference, SAS Global Forum. Amid the buzz from journalists arranging interviews with SAS customers, executives and industry thought leaders like Guy Kawasaki and Thornton May, I