The world has changed in so many ways since the last Brexometer on 11th March.  There have been millions of Coronavirus cases and more than a hundred thousand deaths, with almost every human on the planet affected in their daily lives.  The impact on business has been nothing less than catastrophic. Whole sectors have come to a grinding halt, across all countries and economies.

This is the second article in a series of articles devoted to the wide variety of the benefits provided by the next generation budget, the operational budget (OB), and its associated operational income statement (OIS). This article will describe OB’s benefits over the current budgeting process and its results. It will be of particular interest to FP&A professionals focused on the current budgeting process and how to improve it. 

Two years ago, the company moved away from our annual budget and monthly variance reports, and adopted quarterly rolling forecasts supported by key performance indicators and scorecards. Is this approach useful to a line manager?

One of the advantages of working in the domain of FP&A is that it provides excellent opportunity to learn about many aspects of the business. This enables the individual to, not only do the job with a more solid ground, but to also get a better picture of what and how is done in the other departments. Additionally, working closely with colleagues from different functions increases one’s visibility in the organization. But how do you get started in FP&A?

“Go to the cloud” has been a key building block in every global CIO’s digital strategy. However, as the CFO, do you find yourself getting into frequent arguments with them over the savings promised at the time of embarking on this journey?

Many of us have heard about promise of predictive analytics (PA) in machine learning (ML). Over 50% of organisations think that data science and ML are critical for success. At the same time, less than 20% of finance teams are deploying data science today. Why did this happen?