Banking CIO Outlook, February 17, 2017 In recent years, finance teams in banks and credit unions have become instrumental in driving their institutions' financial planning and...

Key insights into BCU's approach to profitability reporting, and interesting ways to visualize and better understand performance.

Managing business and financial performance in today’s challenging and constantly evolving financial environment is critical for any bank to achieve its short-term and long-term goals. The ability to manage business and financial performance is directly dependent upon an institution’s understanding of the drivers of that performance and the ability to effectively quantify projected business strategies.

In the previous two blogs related to the resurgence of profitability analysis in the banking industry (Defining the Challenge & Understanding the Process), we covered financial...

(Part 1 of a 3-part blog series) Bank and credit union executives need to understand the value of their customers/members (hereafter referred to as customers), and the implications of not doing so.

Read this article to understand how individual customers, products, channels and departments contribute to profitability and how measuring profitability is calculating funds transfer pricing.

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.

Incentive compensation management (ICM) programs are one of the most critical factors in determining the success of financial institutions. After all, a financial institution is, at its roots, a sales and services organization. Learn more.

Finance teams need an accurate and consistent methodology to analyze profitability and performance. Learn more in our article on utilizing funds transfer pricing.

The banking industry is full of hope with expectations of higher interest rates and decreased regulation. However, banks and credit unions still find themselves mired in one of the most...

(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.

When crunching budget numbers, complex credit unions with several branches and departments might feel like they are searching for a needle in a haystack. Error-prone Excel spreadsheets...