By Emmanuel Jibodu, Sr. Analyst, Global Finance - Stericycle Inc.
The inspiration for this article stems from a recent conversation on a Financial Planning & Analysis (FP&A) LinkedIn group that I'm a member of. A highly regarded FP&A professional posited that we discuss the differences between the controllership function and FP&A. This post will highlight a couple of differences from an FP&A practitioner's perspective.
Integrated Business Planning (IBP) is a coordinated approach to planning that is designed to achieve greater alignment between the Strategic, Financial and Operational levels within an organization.
Since the birth of Enterprise Performance Management (EPM/CPM), Integrated Business Planning has always been touted as the ultimate “future state” environment that all organizations should aspire to.
By Christian FOURNIER, Retired Head of Finance Europe at Orange Business Services, Author (Globalisation - adapter l'organisation de son entreprise face à la mondialisation...)
Are your KPIs, Scoreboards and other metrics safe from the Simpson's paradox?
“Simpson’s paradox or Yule-Simpson effect is a paradox in probability and statistics, in which a trend appears in different groups of data but disappears or reverses when these groups are combined. It is sometimes given the descriptive title reversal paradox or amalgamation paradox”. (Extract from Wikipedia)
By Steve Morlidge, Business Forecasting thought leader, author of "Future Ready: How to Master Business Forecasting" and "The Little Book of Beyond Budgeting"
In this article, Steve Morlidge, author of "Future Ready: How to Master Business Forecasting", argues that the quality of business forecasting – used to steer an organisation – is unacceptably poor. He goes on to present six simple principles that will help executives significantly improve the performance of their forecast processes. More reliable forecasts speed up decision making and so help make businesses more agile.
By John Stretch, Management education in finance and banking
As we enter 2017, many companies are busy finalising their annual budget. But how do you budget in a world where the best economists cannot predict the future? Perhaps the only approach is to prepare a budget as best you can, live with the uncertainty and then adapt to it and respond very fast when the future eventually happens.
This may explain why organisations have converted their annual budget process to a dynamic system of rolling forecasts.