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Explain what happened. Help decide what happens next.
A point-of-view guide for finance leaders. See how Operating Intelligence differs from BI and traditional planning, follow one example through five stages, and leave with five steps and four questions for your team.
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What you'll learn
From what happened to what happens next
The guide runs six short chapters. Here is what you walk away able to do, from telling the three systems apart to measuring time to action.
01
Separate the three systems
Business intelligence answers what happened. Traditional planning answers what we think will happen. Operating Intelligence answers what we should do now. Learn what each was built to do and where each one stops.
02
See five stages in one example
Follow four late implementations and $600K of Q3 invoices from signal to action. See why most finance teams stop at stage three, and what it takes to reach all five.
03
Build on four capabilities
Context, reasoning, guidance, and action, each depending on the one before it. Learn why a governed financial model that finance owns sits under all four, and how agents trace each finding to the transactions behind it.
04
Start with five steps
Get a continuously current view, define the context finance owns, put agents on the monitoring, bring finance into one decision forum, and measure time to action. Then take four questions back to your team.
INSIDE THE E-BOOK
Six chapters, from three questions to five steps
Three Systems, Three Questions
Business intelligence, traditional planning, and Operating Intelligence, and the question each one answers.
What Operating Intelligence Is
How it differs from financial intelligence, and the three traits of a Finance-Driven Organization.
One Example, Five Stages
Four late implementations and $600K of Q3 invoices, followed from signal to action.
What It Takes to Build
Context, reasoning, guidance, and action, on a governed model that finance owns.
What Finance Can Do Now
Continuous variance analysis, live scenarios in the meeting, and a board deck that starts as a draft.
Where to Start
Five steps, from a continuously current view of the business to measuring time to action.
Agents do the work. Finance sets the rules.
Cube · Operating Intelligence, defined
Who's behind it
Written by a three-time CFO
Christina Ross has been CFO three times, at companies from high-growth startups to global enterprises. This e-book comes out of a conversation she has had dozens of times, with controllers who were excellent at their jobs and still not ready for hers.
It ends where Cube starts. When 60 to 80 percent of a finance team's capacity goes to reconciliation, the strategic work never gets a calendar slot. Cube's four FP&Agents work on a single governed data layer, so the hours the close used to take go to the judgment only you can supply.
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Get Operating Intelligence, Defined
Six chapters, a five-stage worked example, five steps to start, and four questions for your team, from the three systems finance runs on to time to action. Yours in one download.
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