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?
In this article, I will explain to you what I learned about Cash this year and what you can use to improve your cash management. Like most of the Finance Managers, I bring a specific focus on reaching our targets and report on how well (or bad) we do in comparison with these targets.
The purpose of a statement of cash flows is to describe how businesses receive and spend money. This purpose is seen as an end result of financial planning but this purpose can be seen as a starting point of financial planning. As a starting point of financial planning, people should think about how to accumulate wealth from the receipt and disbursement of cash.
In this article, I want to make the case for data-driven planning to describe the 7 key FP&A models that every organisation needs to plan, resource and monitor business performance. From a planning and review perspective, there are 7 key things that management needs to know about its business processes, each of which can be assessed in a range of analytical models.