Cokins, Gary (Analytics-Based Performance Management LLC)

Gary Cokins speaker

Gary Cokins
Analytics-Based Performance Management, LLC
401 Hogans Valley Way
Cary, NC 27513-5683

Phone: 919-720-2718
Email: gcokins@garycokins.com
Website: www.garycokins.com

Topics

Analytics-Based Enterprise Performance Management

Many organizations are far from where they want and need to be with improving performance, and they apply intuition, rather than hard data, when making decisions. Enterprise performance management (EPM) is now viewed as the seamless integration of managerial methods such as strategy execution with a strategy map and its companion balanced scorecard (KPIs) and operational dashboards (PIs); enterprise risk management (ERM); capacity-sensitive driver-based budgets and rolling financial forecasts; product / service / channel / customer profitability analysis (using activity-based costing [ABC] principles); customer lifetime value (CLV); lean and Six Sigma quality management for operational improvement; and resource capacity spending planning. Each method should be embedded with business analytics of all flavors, such as correlation, segmentation, regression, and clustering analysis; and especially predictive analytics as a bridge to prescriptive analytics to yield the best (ideally optimal) decisions. This presentation will describe how to complete the full vision of analytics-based enterprise performance management.

Appropriate audience: Business Professionals

Business Analytics for the CFO’s Function

This presentation focuses on how the finance and accounting function can leverage analytics, especially predictive ones, embedded in their financial reporting, planning, and decision making.

Finance and accounting professional are typically considered to be very quantitative. They are by nature number-crunchers. But collecting, validating, and reporting data is not the same thing as analyzing the information that can be gleaned from data. Most organizations are drowning in data, but starving for information.

The CFO function is experiencing a shift from beyond financial reporting to dealing with and reporting non-financial information. Finance people are increasingly involved with creating and monitoring performance measurements. But do they know how to identify the appropriate measures? Their task should not be about what can be measured but what should be measured. And don’t stop there. This is not about just monitoring the dials of a scorecard or dashboard, but moving the dials. The decisions involved to improve performance require analytics of all flavors.

Most companies are far from where they want and need to be when it comes to implementing analytics and are still relying on gut feeling, rather than hard data, when making decisions. Volatility and complexity are the new normal.

When you step back to see a perspective of importance, financial accounting simply deals with valuation – for example, what is an organization worth if you were to sell it? But managerial accounting is about creating value – its information contributes to management decisions that financial accounting ultimately deals with afterwards. Arguably managerial accounting is more important than financial accounting. But the issue does not stop there. Analysis must be added to reporting. How else can the sales and marketing functions determine which types of customers are more attractive to retain, to grow, to win-back, and to acquire? And for the attractive types, what is the optimal level of spending for each customer micro-segment to retain, grow, or acquire them?

What is needed today is the seamless integration of managerial methods such as balanced scorecards, strategy maps, capacity-sensitive driver-based budgets and rolling financial forecasts, and measuring and managing channel and customer profitability (using activity-based costing principles). Each one can be amplified by embedding business analytics with them. The methods are collectively intended to align manager and employee behavior and limited resources to focus on the organization’s strategic priorities and objectives and better decision making.

Appropriate audience: Business Professionals

More Topics

Measuring and Managing Customer Profitability

vnd.openxmlformats-officedocument.wordprocessingml.document Summary of Talk: Customer Profitability

Appropriate audience: Business Professionals

The Integration of Enterprise Risk Management (ERM) and Enterprise Performance Management (EPM)

vnd.openxmlformats-officedocument.wordprocessingml.document Summary of Talk: Integration of ERM and EPM

Appropriate audience: Business Professionals

The Top Seven Trends in Management Accounting

vnd.openxmlformats-officedocument.wordprocessingml.document Summary of Talk: Top 7 Trends

Appropriate audience: Business Professionals

Predictive Accounting: Driver-Based Budgeting and Rolling Financial Forecasts 

vnd.openxmlformats-officedocument.wordprocessingml.document Summary of Talk: Predictive Accounting

Appropriate audience: Business Professionals

Supply Chain Profitability and Costing – Promises and Perils

vnd.openxmlformats-officedocument.wordprocessingml.document Summary of Talk: Supply Chain

Appropriate audience: Business Professionals

Education & Background

  • MBA, Kellogg School of Management, Northwestern University 
  • Bsc., Operations Research and Industrial Engineering, Cornell University

Gary Cokins is an internationally recognized expert, speaker, and author in enterprise and corporate performance management improvement methods and business analytics. He is the founder of Analytics-Based Performance Management, an advisory firm located in Cary, North Carolina at www.garycokins.com . Gary received a BS degree with honors in Industrial Engineering/Operations Research from Cornell University in 1971. He received his MBA with honors from Northwestern University’s Kellogg School of Management in 1974.

Gary began his career as a strategic planner with FMC’s Link-Belt Division and then served as Financial Controller and Operations Manager. In 1981 Gary began his management consulting career first with Deloitte consulting, and then in 1988 with KPMG consulting. In 1992 Gary headed the National Cost Management Consulting Services for Electronic Data Systems (EDS) now part of HP. From 1997 until 2013 Gary was a Principal Consultant with SAS, a leading provider of business analytics software.

His two most recent books are Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics, and Predictive Business Analytics. His books are published by John Wiley & Sons.