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.

Are FP&A teams empowered to deliver strategic value across the enterprise? I partnered with FP&A thought leaders Larysa Melnychuk, and James Myers to develop the FP&A Empowerment: The Evolution of Technology & Trends survey in part to find out if this perception is a reality. More than 300 global FP&A leaders took part at the survey.This article shares the key findings and conclusions.

FP&A is a process of thinking and learning about how companies earn income and generate cash flows.  In order for this process to be effective a bridge between planning and analysis is necessary.  I learned about the importance of this bridge early in my professional life.

In a previous blog post, I mentioned that people who are highly sensitive to the lack of flexibility of traditional budgeting often see rolling forecasts as the answer. So, you might think, forecasts are like budgets but done more frequently – right?

We live in a modern, technological world where data, or more accurately insights from data, can drive competitive advantage. From identifying opportunities for optimisation and efficiency to generating a greater understanding of customers and prospects, it should be every company's aim to use their data to influence their decisions and future strategies to gain the advantage in their competitive market.

Machines thinking on their own present a number of anxieties in the workplace. Perhaps the most significant anxiety is the loss of work. Loss of work within factories is more than an anxiety, it is a reality.