Future coordination is a brainer - not a no-brainer. Combining the Now and the Future requires a well-prepared FP&A team. AI as Robotic Process Automation (RPA) can support with the “no-brainers”. Looking ahead requires diligence and thinking time, which RPA can provide space for. Also, computer algorithms prescribe to keep exploring for future gains. This includes looking to the Arts and the Artificial Intelligence developments.

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.

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?