Organizations typically start with a generic set of accounts and they evolve ad hoc as needed. This paper shows why those systems grow increasingly opaque and lead to management discussions about "what's in a number?" rather than "What can be done to improve the numbers?"
Buy-in, and accountability starts with managers narratives of what they want to accomplish - the budgeting and forecasting process must start with that narrative.
Employees generally hate performance reviews, but say they want more feedback. How to break the paradox and create a high-performing culture.
A story about how I used agile computing concepts to build a proto-ERP system that gave a growing organization space to develop and most of the benefits of a full ERP.
Diversity and the Values Retreat
General Biodiesel couldn't find good hires. The issue was unconscious bias, and the solution was discovering what really mattered.
Economic Analysis
Congress enacted various programs to support biodiesel - the benefits went straight to big oil. Understanding policy, industry pricing, economics and unanticipated consequences of government programs.