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.

ThinkingExecutives develops Information Evolution Models to aid companies in objectively evaluating their information capabilities and identifying a roadmap for improvements. This Activities-Based Management delivers 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.

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.

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.

Request a FREE initial consultation ►