Dear Syntellis! How do you manage your budget given the uncertainty surrounding enrollment, state appropriations, and auxiliary revenue streams? — Bamboozled by Budgets Dear Bamboozled...
Dear Syntellis! COVID-19 has totally derailed our efforts to work toward our university strategic plan. Especially amid the continued uncertainty, how can we get back on track? -...
"Follow the recipe, but add your own touches" - what does this mean for how your organization measures profitability? Read more!
Post-allocation management ensures continued alignment of financial performance with strategic planning cash-flow requirements. How much capital to spend and the initiatives in which to...
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This blog discusses the continued importance of the branch network for financial institutions.
In this guest blog, Daniel Groom, Senior Vice President of Finance, shares his team’s experiences, offering six best practices for a smooth and effective implementation of customer profitability analysis.
Learn what makes strategy execution so challenging, and how to leverage process and software to help overcome these challenges.
Key insights into Baxter Credit Union's approach to profitability reporting, and interesting ways to visualize and better understand performance.
Learn how finance leaders can harness the components of FTP to benefit their institutions and support better analysis.
Hear Ken Levey's thoughts on the state of profitability analysis and strategies for improvement.
Since the financial crisis, the banking industry as a whole has been reporting record profits for several quarters, at least in terms of dollar figures. Unfortunately more meaningful measures of bank profitability–such as average return on equity, average return on assets, and net interest margin–have remained depressed or stagnant.
Finance teams need an accurate and consistent methodology to analyze profitability and performance. Learn more in our article on utilizing funds transfer pricing.
(Part 3 of a 3-part blog series) Preparations for the 2018 budgeting process are underway in financial institutions. Few people relish the experience, which is often characterized by long hours and vast differences between the future financial performance executive stakeholders want and what management can deliver. Aligning strategic plans with tactical plans and associated budgets often does not occur or the linkages among these pieces are weak.
(Part 2 of a 3-part blog series) Financial institutions with effectively developed and executed strategic plans have a clear competitive advantage, but such institutions are all too limited in number. Leaders often cite the lack of appropriate data and tools as a reason that strategic initiatives lose momentum amid the daily “fire drills” in financial institutions.