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”?

Over the years I’ve learnt a few things about implementing performance measurement systems in practice. These suggestions apply equally whether we are talking about key performance indicators, scorecards or dashboards.

Kaplan and Norton’s Balanced Scorecard is a familiar concept, still widely used today, often falling to FP&A or Strategic Planning teams to create and then monitor. This process can be very challenging and problematic to deliver. This blog focuses on some practical observations and tips regarding the implementation of a scorecard, designed to help you get buy-in from the rest of the organisation.

Working at a local business unit often doesn’t give you access to sophisticated corporate systems to monitor performance. However, as a financial you are quickly immersed into daily operations, learning how things really work. A sample will be given of key indicators used to improve the cash forecast and position of a business unit.