Thirty-two percent of C-suite executives around the world say that big data has hindered, not helped, decision making.
Overwhelming as it may seem, any company can begin leveraging its data to acquire critical business insight. Here are some tips.
P&C executives largely agree that predictive modeling can boost their companies' profitability.
A recent report from CFO Research documents the value that faster, more accurate cash reporting and forecasting has for growth ambitions.
Increasingly, CFOs are choosing to leverage cloud technologies to create a more agile operational environment so they can accelerate a deal's time-to-value.
Treating data as a critical asset is a great organizational redesign opportunity that requires oversight by a C-level executive.
A supply chain is rich with data and has a large cost component, making advanced analytics a strategic weapon.
Analyzing data may be second nature to finance chiefs, but can they get their C-suite colleagues to buy in?
Big data and predictive analytics are revolutionizing workforce planning, retention, deployment and performance, but leaders' insights must be in the mix.
Not only are there technological obstacles, but there is also no definitive guidance on what data should be made available to auditors.
As the finance chief’s remit has grown, companies have looked further afield to fill the role. Here’s how a former chief strategy officer fits in.
"Aggregated bad data can send a decision awry and hurt [a] company for years,” says HBR blogger Thomas C. Redman.
