Business Analysis/Modeling
Creating in-depth business intelligence is the best way
to make smarter decisions that reduce costs, increase revenues and balance risk
and returns.
SmartExecutives
develops Information Evolution Models to aid
companies in objectively evaluating their information capabilities and
identifying a roadmap for improvements. These Activities-Based Management deliver understanding of
costs and profits associated with individual market segments, products, services
or business processes. In addition, these solutions could be integrate with existing financial and
operational systems to generate cost and profitability business models that
reduce cycle time and support better overall decision making. With Web-based
modeling, Activity-Based
Management allows for distributed use throughout an organization so that it can
be actively integrated into the day-to-day operations of the business.
These financial modeling solutions are designed to be used by
senior managers in corporate finance and business development, treasury,
strategy and risk management to analyze and model the financial impact of
critical business decisions, such as mergers, acquisitions, divestitures,
treasury activities, capital allocation and debt restructuring.
Now you can also benefit from the techniques that business analysts at
leading companies use to analyze and transform data into bottom line results.
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Example 1:
At Leading Mortgage Inc., CIO Rob Lavy uses a
modeling tool from IBM that has allowed the company to reduce, for
example, a 14-step loan process to just two steps. "Before, it was paper
files," says Lavy. "To get one function done, a folder had to be
routed through any number of people." Lavy and his team were able to
model a new system in which forms and documents would be scanned and
distributed digitally, allowing multiple employees to work
simultaneously on the same file. By simulating the effect of moving
mortgage applications through the new workflow, Lavy quickly
determined how much volume the system could handle before bottlenecks
arose. The result? The company cut its labor- and paper-intensive
post-closing mortgage process time by an average 53 percent, achieved a
34 percent increase in efficiency and realized an estimated annual
savings of $4 million.
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Example 2:
Take a simple set of steps such as processing an invoice. Person A is
supposed to approve the invoice and forward it to Person B, who
processes payment and sends notification to Person C. But if a company
decides to streamline this process—having A "okay" an automatic payment,
notifying C—such a modification could be accomplished by simply tweaking
the model, and the application would cut B from the chain. In addition
to modeling the new sequence, some software can actually define each
step in the new process and present it to the next person in the chain. |
