A forecast that simply assigns the future values based on prior experiences is not a model. In this article, I elaborate on the meaning of specifying the cause of change by showing why 3-statement forecasting is not enough for FP&A.
Developing predictive models, forecasts and scenarios to assess risk and assist decision making is one of a finance department’s most important activities. If finance managers neglect this activity, the company may encounter serious problems.
A core aspect of financial planning & analysis (FP&A) is forecasting and budgeting. In this article, exposed are some of the more common myths so frequently accepted as truth within FP&A groups around the globe.
Among FP&A challenges understanding, explaining and forecasting revenues evolutions are one of the top items. It may be more or less difficult depending on the company business.
At the third meeting of the AI/ML FP&A Committee, Xena Ugrinsky, Principal and Founder at GenreX, talked about the future of FP&A and some ways of incorporating AI into the financial forecasting process. Also, Xena provided an example explaining how Stanley Black & Decker improved financial forecasting by 60%.