Usually I am fairly rational and do not let my personal emotions interfere with how I interact with others. However, as the readers of my blogs and articles may have detected, my more recent writings increasingly reflect my frustrations with old school accountants.

The corporate planning process is a controversial subject on which opinions differ widely. But experience has shown that an effectively implemented planning process brings companies a clear added value in many respects. Enterprises are helped to achieve their set targets or to take corrective action if unforeseen changes occur in the background conditions.

In this article we will look at the different methods an organization can use to set direction. Planning involves many kinds of methods that help managers make decisions.

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.

For organisations looking to get the most out of their Driver based planning and Rolling Forecasting initiatives, it is critical to realise that these terms apply in both Strategic and Tactical planning. Yet the people, processes and technology applied to these two domains are quite unique.

Inside this article are the bread and butter ratios of statement analysis. Some gauge effective use of assets. Some report the financial condition of the company. It is with these the ratios (relationships) where it all begins. What I am outlying here the very core of corporate finance statement analysis.