Podcast appearances and mentions of gary cokins

Gary Cokins is an internationally recognized expert, speaker, and author in performance improvement systems and advanced cost management. He believes that many organizations are far from where they want and need to be to improve performance, and they apply intuition, rather than hard data, when making decisions. Gary explains why Enterprise performance management (EPM) provides a portfolio of managerial methods that can make a real difference. These include: 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. In this episode, we take a brief look at the tools and explore why many companies are slow to adopt them. Links Gary Cokins WebsiteKevin Appleby on LinkedInCFO Competency FrameworkBusiness Strategy Boot Camp Timestamps 0:12 Gary's background. 4:37 If your competitors are adopting and integrating all of these methods, they will have a competitive advantage -. 9:43 How do you solve the problem of a company that hasn't adopted these methods? 13:52 The importance of understanding what people spend their time doing. 15:43 What is customer profitability? 19:21 How to make your customer more profitable. 23:02 Process improvement people get the benefit of the balanced scorecard. 26:27 Gary's frustration with the slow adoption rate of ABC. 30:11 What might a CFO do in the next 100 days to start going down that journey?

Gary Cokins is the Godfather of EPM. He's written books, spoken all over the world, and evangelized EPM for decades. And he's still got it! In this episode, you'll learn: –> The 3 obstacles that keep companies from achieving their EPM vision / Finance Transformation –> Why the best leaders don't focus on having all the answers –> The crucial role middle management plays in leading UP to senior management in order to realize true EPM value –> His advice to early career EPM professionals This show is powered by CoThryve – the firm that helps EPM professionals grow their career. Visit all the pertinent links + find out how much Anaplan professionals are getting paid ($$$): https://linktr.ee/cothryve

With Steven SacksThe NEW FundamentalsThe main problem with the annual budget process as a fiscal exercise done by the accountants is that it is disconnected from the executive team strategy.Corporate finance expert Gary Cokins says that allows too much room for bad habits, such as the use-it-or-lose-it mindset of allocated resources, as well as incorporating last year's inefficiencies in processes into the current year.Five Key Take-Aways: There is interest now in corporate performance management because executives are frustrated with strategy failure. They are good at formulating strategy, but meeting expected goals is a real problem. The way to get rid of spreadsheet budgeting is to view the amount of spending of any organization as the result of the confluence of two streams. The first is going to be repeatable work. It tends to be operational. The second is non-repeatable because it involves capital, risk management, and strategy projects. Accounting must carefully identify and construct key performance indicators. But not every type of measurement is key. Activity-based costing is just full absorption costing done correctly, without the “butter spreading” on spreadsheets of labor hours or units produced or sales dollars or full-time equivalent headcount or square feet. None of those reflect the unique consumption that the products or service lines actually consume. Many people have heard about the balanced scorecard, but it's just a feedback mechanism. The real intelligence is in the strategy map.

Profitability Analysis & ReportingManagement finance expert Gary Cokins says there's nothing wrong with activity-based costing, in this conversation with Steven Sacks for CPA Trendlines. Except that you're probably doing it all wrong.Takeaways:– The deficiencies with product and service line costing have to do with overhead allocations. The problem is, it's convenient for the accountants to allocate the overhead based on allocation factors, like labor hours, number of units produced in a manufacturer, headcount, number of employees, and square feet, even though none of them reflect the unique consumption relationship between how the outputs products and services consumed.– Rapid prototyping is really meant as really to get buy-in and displace misconceptions. The accountants can build a model that replaces percentage estimates with data that can be extracted from ERP or production systems.– The analyses must go below the gross profit margin line, including distribution channel expenses, marketing expenses, selling expenses, customer service expenses, to basically get a P&L almost by the customer to determine whether the largest customer is also the most profitable.– EPM and CPM tools will enable young professionals to move away from vouchering and more toward problem-solving. Their jobs will become more meaningful and fulfilling.– Accountants and financial executives really need to create a culture of discovery and investigation. And this is where analytics come into place. Because analytics creates questions. It creates better questions and even more questions. And they also need to have tolerance for making mistakes, as long as they learn from the mistakes.

CPAs and finance leaders have to start asking some really painful questions like, according to Gary Cokins, an internationally recognized expert in performance management, in this interview with Steven Sacks for CPA Trendlines.Questions like:• Do we know where we make or lose money, reasonably accurately? • Do our managers understand the strategy? The executives? • Are we measuring the right things?KEY TAKEAWAYS There is confusion, a lack of consensus about what Enterprise Performance Management and Corporate Performance Management is. Many think both are a process and a system. They are actually the integration of multiple methods. An effective EPM and CPM method depends on good high-quality source data that needs to produce facts and cannot just depend on opinion.  EPM is much broader than a CFO initiative. It's all about giving CFOs better information so they can have the insights to make better decisions. It is for any type of organization in any type of industry. Three major issues in operations: strategy, execution, failure, flawed measures of costs and profit of products, service lines and customers. It's all about aligning the behavior of the employees and managers with the strategy of the executives.  Activity-based costing is just standard that is basically full absorption costing done correctly. This is management accounting information. With external reporting, if the numbers are wrong, you go to jail. Management accounting, you get the numbers wrong, you don't go to jail.  When people are defining key performance indicators, they need to use a technique called correlation. You can look at a KPI and how it goes up or down and its impact on the next KPI that it influences. If it's poor correlation, it means that is it not a particularly good KPI. EPM and CPM can be applied to customer or client profitability. Consider high maintenance customers; always changing schedule; never buying standard, always special. Always calling the help desk. Always returning goods. Low maintenance customers are preferable because they only buy standard. Never changed schedule. Never call help desk. Never return goods. If those two customers bought the same volume, same mix, same price, they're not equally profitable. Because the high maintenance one is really, really eroding a lot of work. For CPA firms, they have to look at their clients, their revenues, and their billable hours. And basically, if they use activity-based costing principles, they're all based on work activities. It differentiates what causes high client profit high, very profitable client from low profit clients. Activity-based costing is necessary to get the true cost of products, service lines, etc. When it comes to strategy, execution, leaders have to understand the strategy. It is important to get measures. That's where the KPIs come into play. You get what you measure. If you can't measure it, you can't manage it. If you can't manage it, you can't improve it. The impact on robotic process automation and artificial intelligence on the CPA profession, will eliminate a lot of jobs, and not just in the area of audit, but also transactional areas like payroll clerks, invoicing and purchase orders.  Everyone should go to the YouTube video: “Humans Need Not Apply." The audit is not just sampling, because through AI, it's going to be 100%. 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.

The Buzz: “Gaining a greater understanding of your profitability requires more analysis than a financial statement and a balance sheet. By doing a profitability analysis, companies can identify areas in need of attention.” centage.com Profitability analysis is among the key benchmark criteria for profit-making organizations, providing the “bottom-line” marker of success. What role should it play in times of uncertainty like today, when markets are disrupted, supply chains are broken, costs are spiraling, and revenue streams are in disarray? It can help wrestle control of costs, identify business value, simulate and assess alternative courses, and focus on the most profitable parts of the business. Are more tailored profitability analysis and measures needed? We’ll ask Gary Cokins at Analytics-Based Performance Management, Sveinung Baumann-Larsen at EY, and Michel Haesendonckx at SAP to share their insights on Profitability Analysis: Challenging Times Call for Flexible Measures.

Even as we are beginning to see a lessening of restrictions in regards to the COVID-19 pandemic, I think many of us are still processing the myriad ways it has impacted our lives this year. As spring comes to an end and summer is upon us, we are keenly feeling the absence of many of our favorite activities, like concerts, barbeques, parades, and for the purposes of this episode, an afternoon spent with a hotdog and a beer at a baseball game. For those of you who may be feeling these losses particularly keenly, we wanted to share a fun story that involves a childhood love of baseball, a college assignment and an unexpected induction into the Baseball Hall of Fame. For this episode, I am joined by Gary Cokins, an internationally recognized expert, speaker and author in enterprise and corporate performance management improvement methods and business analytics, as well as the founder of Analytics-Based Performance Management. In addition, Gary can claim the unique distinction as an inductee into the Baseball Hall of Fame for the oldest computer game code.

“People like the status quo, only babies like to change” Staying in our comfort zone is a big threat to our profession so our guest mentor Gary Cokins, deconstruct how we can help our drive better change outcomes and also discuss: - A simple formula to overcome resistance to change - Tackle misconceptions about costing (and the difference to expenses) - How finance professionals can stay relevant; - Mounting threats to accounting profession If you enjoyed this episode, check out our time-stamped show notes, key quotes, resources and ways to connect with our guest mentor and more at sitnshow.com/podcast/204. #FinancialMentor #SITN #ValueCreation #digitaltransformation #modernfinance

Gary Cokins, founder and CEO of Analytics-Based Performance Management, LLC, is an internationally recognized expert in performance improvement systems, advanced cost management, and predictive business analytics.  He’s also a speaker and co-author of Predictive Business Analytics: Forward Looking Capabilities to Improve Business Performance. And with data analytics being a focus area for those of us in the learning business—two of the leading trends that surfaced in our 2019 Trends in Learning Businesses survey were around using data to make better product decisions and show impact—Gary has tremendous insight to offer on the topic. In this episode of the Leading Learning podcast, Celisa talks with Gary about predictive business analytics including why it needs to be a part of your organizational competency, common misconceptions and barriers, and tips for getting started with it. Full show notes available at https://www.leadinglearning.com/episode171.  Our sponsors for this episode are: Blue Sky eLearn, the creator of the Path Learning Management System, an award-winning cloud-based learning solution that allows organizations to easily deliver, track, and monetize valuable education and event content online. Blue Sky also provides webinar and webcast services, helping you maximize your content and create deeper engagement with your audience across the world. Authentic Learning Labs, an education company seeking to bring complementary tech and services to empower publishers and L&D organizations to help elevate their programs. The company leverages technology like AI, Data Analytics, and advanced embeddable, API-based services to complement existing initiatives, offering capabilities that are typically out of reach for resource-stretched groups or growing programs needing to scale.

Gary Cokins, internationally-recognized expert and author in EPM and predictive analytics, gives Jon some straight talk on analytics after his keynote at the Controlling 2015 conference. Cokins explains the rise of EPM, and the challenges CFOs are facing. Using memorable phrases like "management by embarrassment," Cokins peels behind predictive hype and explains the role of technology, not as a cure-all, but as an enabler.  Busting the Omnichannel on iTunes.

Gary Cokins, internationally-recognized expert and author in EPM and predictive analytics, gives Jon some straight talk on analytics after his keynote at the Controlling 2015 conference. Cokins explains the rise of EPM, and the challenges CFOs are facing. Using memorable phrases like "management by embarrassment," Cokins peels behind predictive hype and explains the role of technology, not as a cure-all, but as an enabler. 

The buzz: Your business wish list Wishing and hoping for a crystal ball to see what 2015 may bring for your company, industry and the world? We've got the next best thing. On our three-part Predictions 2015 Special, you'll hear 40 thought leaders' insights on the technologies, strategies, and trends that can help you grow and compete better in 2015 and beyond. Pour a cup of Joe, Earl, or Dom, and join us on Dec. 17 for SAP Game-Changers Radio 2015 Predictions – Part 2 live, with Kerry Brown, SAP; Jeff Tanner, Baylor University; Stacey Perrin, SAP; Gary Cokins, Analytics-Based Performance Management; Frank Rust, SOMMERRUST; John Ragsdale, TSIA; Jaco Van Eeden, Deloitte; Florian Brody, SAP; Nataraj Ganapathy, Cogent Integrated Business Solutions; Reuven Gorsht, SAP; Falk Rieker, SAP; Kaan Turnali, SAP; Steve Player, Beyond EPS Advisors; Andrew J. Sherman, Jones Day. Hear Predictions Part 1 (Dec. 10) on-demand at ow.ly/FE4jB. Happy holidays from SAP Game-Changers Radio.

The buzz: Your business wish list Wishing and hoping for a crystal ball to see what 2015 may bring for your company, industry and the world? We've got the next best thing. On our three-part Predictions 2015 Special, you'll hear 40 thought leaders' insights on the technologies, strategies, and trends that can help you grow and compete better in 2015 and beyond. Pour a cup of Joe, Earl, or Dom, and join us on Dec. 17 for SAP Game-Changers Radio 2015 Predictions – Part 2 live, with Kerry Brown, SAP; Jeff Tanner, Baylor University; Stacey Perrin, SAP; Gary Cokins, Analytics-Based Performance Management; Frank Rust, SOMMERRUST; John Ragsdale, TSIA; Jaco Van Eeden, Deloitte; Florian Brody, SAP; Nataraj Ganapathy, Cogent Integrated Business Solutions; Reuven Gorsht, SAP; Falk Rieker, SAP; Kaan Turnali, SAP; Steve Player, Beyond EPS Advisors; Andrew J. Sherman, Jones Day. Hear Predictions Part 1 (Dec. 10) on-demand at ow.ly/FE4jB. Happy holidays from SAP Game-Changers Radio.

The buzz: Your business wish list Wishing and hoping for a crystal ball to see what 2015 may bring for your company, industry and the world? We've got the next best thing. On our three-part Predictions 2015 Special, you'll hear 40 thought leaders' insights on the technologies, strategies, and trends that can help you grow and compete better in 2015 and beyond. Pour a cup of Joe, Earl, or Dom, and join us on Dec. 17 for SAP Game-Changers Radio 2015 Predictions – Part 2 live, with Kerry Brown, SAP; Jeff Tanner, Baylor University; Stacey Perrin, SAP; Gary Cokins, Analytics-Based Performance Management; Frank Rust, SOMMERRUST; John Ragsdale, TSIA; Jaco Van Eeden, Deloitte; Florian Brody, SAP; Nataraj Ganapathy, Cogent Integrated Business Solutions; Reuven Gorsht, SAP; Falk Rieker, SAP; Kaan Turnali, SAP; Steve Player, Beyond EPS Advisors; Andrew J. Sherman, Jones Day. Hear Predictions Part 1 (Dec. 10) on-demand at ow.ly/FE4jB. Happy holidays from SAP Game-Changers Radio.

The buzz: Your business wish list Wishing and hoping for a crystal ball to see what 2015 may bring for your company, industry and the world? We've got the next best thing. On our three-part Predictions 2015 Special, you'll hear 40 thought leaders' insights on the technologies, strategies, and trends that can help you grow and compete better in 2015 and beyond. Pour a cup of Joe, Earl, or Dom, and join us on Dec. 17 for SAP Game-Changers Radio 2015 Predictions – Part 2 live, with Kerry Brown, SAP; Jeff Tanner, Baylor University; Stacey Perrin, SAP; Gary Cokins, Analytics-Based Performance Management; Frank Rust, SOMMERRUST; John Ragsdale, TSIA; Jaco Van Eeden, Deloitte; Florian Brody, SAP; Nataraj Ganapathy, Cogent Integrated Business Solutions; Reuven Gorsht, SAP; Falk Rieker, SAP; Kaan Turnali, SAP; Steve Player, Beyond EPS Advisors; Andrew J. Sherman, Jones Day. Hear Predictions Part 1 (Dec. 10) on-demand at ow.ly/FE4jB. Happy holidays from SAP Game-Changers Radio.

Almost half the industry leaders cited in the 1982 best-seller "In Search of Excellence" no longer exist or are badly underperforming. What goes into the decline of a company? And how does shortsightedness in the application of analytics contribute to these kinds of downfalls? Listen to SAS consultant Gary Cokins, the author of "Why Do Large, Once-Successful Companies Fail?" in the current issue of Analytics Magazine and a piece about the obstacle course for analytics that appeared earlier this year in ORMS Today as he casts light on the make or break power of analytics.