The suggestion is that OIS support should be provided by small CHQ OIS department. It’s a small department because OIS is a model so the turn around is quick and the staff requirements are modest. The department becomes, in effect, advanced analytics “wheel house” for the CFO/CFO.  In fact, such function was out-looked in 2014 by the then CEO of Deloitte. In addition, in 2016 Thomas Davenport published another article in CMO describing Finance as currently behind in advanced analytics’.

There are, in fact, two kinds of analyses the staff will provide for the CFO/CEO:

• Those that associate with financial planning, as described below
• Those that don’t, as described in Other CFO/CEO planning support

Support for financial planning::

• As OIS is updated, if warranted, CFO/CEO can make “in flight” course corrections to the budget to improve profit. Data is readily available to assess the extent of the budget’s misalignment. Simply compare OIS’s departments’ costs with the appropriate departments’ budgeted costs and make adjustments, as appropriate, to the budget.
• Use activity-based costs in each department to focus on improving its efficiency rather than managing costs
• Share OIS’s results with firm’s stock analysts
• Initiatives for eliminating the budget over time