How can an FP&A practitioner assess the effectiveness of financial reporting processes?  This article describes five tips that could be used in order to establish a starting point in the process.

There is no point on aimlessly analysing data in the hope that something will jump out at you.  It won’t and all that you will do is waste vast quantities of time and effort.  Like any search, there must be an objective and a plan to reach that objective.  This is where a mature approach to analytics comes in. The author reveals a mature approach to data analysis that includes 4 stages.

The statistics reveal that 60%-90% of strategy implementations fail and only 14% of executives are satisfied with the execution of a strategy. This article introduces a framework to assess your company’s strategy execution readiness, in order to align leaders around how to bridge your strategy to execution gaps. It also provides a free strategy execution checklist to assess your readiness.

As an FP&A professional, you deal with data. Your data travels a long way from its source through applications to your reporting system.The data you deal with is the tip of the iceberg. The major part of data processing is the part that is hidden beneath the water. This article describes the four key actions that can help FP&A to become data-driven.

During the recent years, the level of detail and precision which financial modeling in the business world has pursued has been elevated. Learning Excel, a widely used and accepted computer application is one essential skill required of a strong financial modeler. But these days, the business world requires more. This article addresses those needs.

When companies put greater weight on what the numbers mean, they often rely more heavily on financial reporting and perceive FP&A as a ‘nice to have’. But it’s quite the contrary.  FP&A should be used to assist company leadership in problem-solving, risk management, and growth planning. But what is Corporate FP&A Done Right?