The COVID crisis is significantly challenging companies’ resilience i.e. their ability to face the crisis. It largely depends on their level of preparation. FP&A should keep a permanent assessment of this resilience and potentially promote plans to improve it. How can we do this?

 How are you handling this mayhem? To better understand how to manage it, in this practical guide, we will look into four major dimensions.

Taking into account the current pandemic situation, what can FP&A do to establish the organization’s long-term financial and operational resilience? In this article, you will find a framework that could help you transform challenges into opportunities.

Traditional forecasts and plans typically use single-point estimates and metrics with little or no discussion of risks & opportunities (R&O), and without showing correlations among multiple R&O that could have a major impact on performance. R&O adjusted forecasting and planning is an approach to forecasting that generates a range of possible outcomes and probabilities based on an analysis of multiple variables of R&O.

The world has changed in so many ways since the last Brexometer on 11th March.  There have been millions of Coronavirus cases and more than a hundred thousand deaths, with almost every human on the planet affected in their daily lives.  The impact on business has been nothing less than catastrophic. Whole sectors have come to a grinding halt, across all countries and economies.

Last month we warned that the record level of the UK’s well- being needed to be re-visited once the impact of the coronavirus had been assessed… and look at what has happened since! The outbreak has dominated the media and infected business confidence around the world. It is still early days in the development of the virus, but already the Accountagility Index (AAX) has lost 41 basis points this month.