CEOs that are more strategically oriented and less numbers-oriented tend to want to partner with a CFO who has a strong command of the numbers. When that's not the case, and we have CEOs or leadership teams that are focused on their matrix, it can be challenging for the finance organisation. In the new article, Joao Almeida and Rich Feldman discuss some of the current challenges facing leaders in finance, and the role of capital planning in a time of increased uncertainty.
In many companies, the processes and tools to manage profit and loss (P&L) are quite developed, but the cash flow is not always understood and does not always receive the same level of attention. What are the reasons for this and how can FP&A improve the situation?
In finance, we’re constantly chasing various financial metrics. But focusing on a narrow set of metrics often causes problems. For example, a Market Share growth strategy sounds great, but it often forces you to discount price or significantly increasing acquisition costs.
As a result, the strategic outcome is often short-lived and can even result in decreased financial performance. What can be done to prevent bad strategy and why are we so surprised each and every time we repeat these same strategic mistakes?
In his presentation, Alessandro Cardito, Global Consumer Beauty FP&A Director at Coty, outlines three main short-term priorities that FP&A should keep in mind.
Any crisis raises the question of whether costs can be truly fixed. What fixed costs can be reduced? There are several expense categories that should be investigated further when thinking about reducing costs.
In this article, we will look at why financial planning and analysis (FP&A) tends to not to be involved in cashflow and why that can be dangerous and short-sighted.
We will also look at what are some of the key elements of a good cashflow focused mindset that FP&A can develop.