In an uncertain world, plans with a single focus are no longer sufficient. Management needs to constantly scan the business environment, assess what lies beyond the ‘span of predictability’, and be prepared for a multitude of realities.
Why are the KPIs an important component in FP&A? What can organisations do to design and build a robust KPI framework and deliver improved business performance?
FP&A must drive profitable business decisions. As companies increase investments in advanced analytics, CFOs and their FP&A leaders are well-positioned to provide precise forecasts and actionable insights to support quick and accurate decision making.
Traditional FP&A systems are typically focused on one aspect of the management process. For example, setting a budget, collecting a forecast, or delivering results in the form of a report pack. Over the past 20 years, there have been concerted efforts to combine these processes into a single system – after all, what’s the point of a budget if you can’t report against it or collect a forecast to see if year-end goals are going to be achieved?
The Digital Swiss FP&A Board will be held on the 8th of February to discuss how to drive analytical change. Join us to learn more about FP&A Change Management from our senior panel of experts.
The New Normal means that planning is no longer an extrapolation of the past. Similarly, business drivers that worked last year may no longer be relevant for the future. The reality is that organizations face multiple possible futures. Each one can be triggered by a crisis or an unforeseen event that will require the company to adjust or even change course.
So how should FP&A adapt to this New Normal?