Jose Tagunicar

Building strategic plans is complex. You need to lay out the most effective combination of revenue drivers, loss reduction measures and cost cuts to deliver higher portfolio profits and lower losses. With fast-moving financial services markets allowing less time for planning and no room for error, analytics, balanced with business expertise, are playing a greater role…

I’ve been blogging about the growing role of analytics in strategic planning. In my last post, I shared a success story from a client that was able to sharpen its strategic vision in order to recognize and avoid a looming profit cliff. In this post, I’ll discuss our work with a bank that, after acquiring a portfolio, had to quickly counter performance trends that coul…

In my last post, I blogged about our work with banks to improve strategic planning performance. Using a new analytics-driven approach, these banks are cutting through massive data and across organizational silos to identify and prioritize actions that move the needle on lending portfolio profitability. Case in point: A large Asian bank—who I’ll call Bank A—was experi…

Until someone devises a crystal ball for a lending portfolio’s profitability, strategic planners will increasingly turn to analytics. Many banks have already gone well beyond the traditional use of business intelligence (BI) to analyze their past and current financial performance. They’re using forecasting models to predict how their profit and loss (P&L) statemen…

Most of us in lending would benefit from a crystal ball, particularly anyone responsible for strategic planning. Strategic planners face uncertainties arising from tightening regulation and expense constraints, economic turbulence, new competitors, and fragmented objectives. As a result, they struggle with questions like: How do I create an achievable and balanced…