BELL FINANCE
“ One of the things that we learned was to take a more agile approach and to work on smaller developments that we iterate on – and then to build out from there – versus trying to do more big-bang developments from the outset ”
MATTHEW MACEWEN VICE PRESIDENT OF FINANCE TRANSFORMATION , BELL
some of their finance operation ’ s business , including business units from a more financial planning and analysis ( FP & A ) perspective .
The emerging technologies in question – and central to Bell Finance ’ s transformation – are , of course , artificial intelligence ( AI ), the application of machine learning ( ML ) and predictive analytics within finance processes . These technologies have the potential to provide many organisational benefits , such as providing useful insights to minimise unpredictability , creating sophisticated forecasting capabilities and automating traditionally time-consuming and inefficient processes .
For a finance department , the fiscal knock-on effects of such technologies are able to free up resources that can have a sweeping effect throughout the entire structure of an organisation . This is exactly what Bell finance has set out to do – and they are already seeing the impact of such systems .
Another aspect of this transformation concerns not only technology and data , but also Bell Finance building new capabilities within the actual function , as well as the critical upskilling of their workforce so