Working in FP&A during a crisis is extremely challenging but it is also an opportunity to mature processes, reach a stage where FP&A can conduct organizational changes and become a real Business Partner. This article highlights three main areas for FP&A improvement.
The COVID-19 pandemic forced companies of all sizes to scrap their business plans for 2020 and attempt to come up with new ones even though so much is unknown and changing so fast. This article covers top challenges currently facing companies during pandemic.
The current COVID-19 disruption has led to a historical change requiring adaptability and increased visibility for CFO and the executive team. At the First Pan-Australian Digital FP&A Board, the panel of 7 high-profile speakers discussed how financial planning and analysis (FP&A) can adapt to the "New Normal".
In spite of knowing that cash is critical for success, how many businesses and various teams actually do everything to ensure a good cash management process? This article will explore how companies can improve this process and accumulate cash.
A forecast that simply assigns the future values based on prior experiences is not a model. In this article, I elaborate on the meaning of specifying the cause of change by showing why 3-statement forecasting is not enough for FP&A.
If FP&A professionals previously thought we had a tough job, the new reality of a very different world after COVID-19 will make our previous issues seem like a walk in the park. Where should we focus our efforts and how can we provide the businesses with the best ways to move forward?