New technologies are reducing back-office workload, giving FP&A the opportunity to be more involved in running the business. Degree of this involvement depends on the capacity of FP&A team and the organisational culture.
An Enterprise Risk Management (ERM) framework takes into account both risk management as well as internal controls. This article explores why a good understanding of Risk & Control is important for Business Finance / FP&A.
This article explores to what extent both Lean and Six Sigma can be applicable to FP&A work. Are such techniques still relevant today? The answer is yes.
FP&A helps create sources of future value whilst being on top of how much value is being created at present. Neither of these two things is as easy to measure at any one point in time. So, how can we answer the question “is FP&A delivering what is expected of it”?
When we talk about performance measurement, KPIs are a common tool. It can be a financial measure or an operational measure. However, in recent years, KPIs seem to have fallen out of favour because it fails as a useful indicator of business performance. Should we abandon KPI? This article looks at the importance of designing and defining appropriate KPIs in performance measurement.
Setting targets and defining KPIs is one of the key tasks of FP&A professionals. Defining KPIs is tricky. When properly done they can really drive performance, but sometimes it is the other way around. We see this in the following practical example of the application of the Logical Thinking Process methodology for problem solving.