The COVID crisis is significantly challenging companies’ resilience i.e. their ability to face the crisis. It largely depends on their level of preparation. FP&A should keep a permanent assessment of this resilience and potentially promote plans to improve it. How can we do this?

Taking into account the current pandemic situation, what can FP&A do to establish the organization’s long-term financial and operational resilience? In this article, you will find a framework that could help you transform challenges into opportunities.

A company exists in order to improve the well-being of its stakeholders. Achieving this task is based on the ability of a company to connect with its customers. How a company connects with its customers is through a value proposition.  

A recent Accenture study showed that 79% of large company executives think that companies that don’t manage big data properly will get left behind. But, data alone is not what businesses are after. They’re after what they think data can do for them. They’re really after the insights they can glean from data that will help them improve their decision making and the actions they take to move their businesses forward.

In this article, I would like to share some insights on why your FP&A analytical transformation might fail and how to avoid this. The article is based on more than 20 years of relevant experience transforming large organizations.

Traditional forecasts and plans typically use single-point estimates and metrics with little or no discussion of risks & opportunities (R&O), and without showing correlations among multiple R&O that could have a major impact on performance. R&O adjusted forecasting and planning is an approach to forecasting that generates a range of possible outcomes and probabilities based on an analysis of multiple variables of R&O.