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 not to be involved in Cash Flow and why that can be dangerous and short-sighted.

We will also look at what are some of the key elements of a good Cash Flow-focused mindset that FP&A can develop.

At this digital event, senior professionals from Citi, Motesque, Government of Ontario, SAP and Michael Page shared their insights and experience on how FP&A has been dealing with the new challenges.

This article focuses on why there is a risk of too much focus on the profit and loss (P&L) or income statement and too little focus on the Balance Sheet among FP&A practitioners.