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      "text": "Canada Mortgage & Housing Corporation’s culture of innovation enables shift in workforce\n\nCanada Mortgage & Housing Corporation (CMHC) helps Canadians meet their housing needs and offers objective research and advice to the government. CMHC’s highly skilled analysts were spending more time manually joining, preparing and fixing data than analyzing it, leaving a large pool of unstructured content that was not used for analytics of any kind. In a quest for new efficiency and business value, CMHC embarked on a multi-year technology and business transformation to implement state-of-the-art technology and real-time access to centralized, quality data. This transformation aimed to allow CMHC to better anticipate and understand the needs of Canadians and develop more effective strategies to meet those needs by enabling employees and streamlining processes. Now, CMHC is poised to become a truly insight-driven organization, currently developing advanced analytics models for a multitude of business opportunities.",
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      "text": "The seismic shift in the ways technologies change the human role in workflows and processes and the growth of digital workers mean that talent and reskilling will become an urgent element of any CFO agenda.",
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      "text": "As a finance organization integrates a digital workforce based on AI and robotic process automation to perform activities across the spectrum of value - transactional to decision support - it needs to retrain and shift its workforce to higher-value services for its business units. This “new collar” workforce will be substantially more client centric and adept in bringing solutions to business issues, whether developing new business models, interpreting decision support outputs from multiple digital workforce sources or analyzing trends that cut across networks in the industry.",
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      "text": "While all organizations face the skills challenge, some are better positioned than others. For example, 70 percent of finance leaders surveyed for our C-suite study have developed the analytical talent in their finance organization to partner with the business, compared to just 42 percent of their peers. The seismic shift in the ways technologies change the human role in workflows and processes and the growth of digital workers mean that talent and reskilling will become an urgent element of any CFO agenda.",
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      "text": "CFOs and their leaders need to make deliberate efforts in transforming and retraining their workforce. They should recognize any shortage of skills within their organization and consider a range of options internally or externally to shift their workforce. Required specialized skills include analysis, visualization, security, mobile, social, machine learning and modeling.",
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      "text": "Many organizations marginalize the value of FP&A by relegating it to data gathering, reconciling and formatting. However, they can unlock this talent by investing in common certified data sources and predictive analytical tools that enable FP&A to anticipate events. In addition, aligning FP&A to the business enables finance to develop the relationships and acumen needed to understand the business model and key drivers. This contextual understanding helps finance sort through growing volumes of structured/unstructured data to discern what’s relevant.",
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      "text": "Reinvent the workforce proactively: Becoming business advisors",
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