To manage business complexity, we need to focus on improving our processes. In this video, Saurabh Jain, explains how analytical journeys at different organisations usually look like.

FP&A analytical transformation has been dominating headlines for some time. In the last decade, finance, and FP&A in particular, embarked on a journey from descriptive to prescriptive analytics. True digital transformation integrates technology, data, and new processes across the entire corporation.

Mature driver-based planning models are an essential component of effective rolling forecast processes in complex, global organizations.  They provide the foundation for profitable growth by enabling strategy and cost structures to quickly self adjust to changing business objectives and market conditions.

It’s the middle of the year and it’s time to take charge of your “data destiny” before the budgeting and planning season starts. What exactly is your data destiny? No, it’s not the new Netrunner card game where the objective is to control all the data in the Universe.

As promised in the previous article, let us go deeper into the relationship between FP&A and Data management (DM) and see how Data management enriches your FP&A role and successes. 

We only need to look at the evolution of the mobile phone to understand why the role of the FP&A business partner has changed. In 2000, I began my career in FP&A as an analyst at Silicon Graphics, the same year that the iconic Nokia 6210 was launched.  Back then the functionality of the mobile phone was limited to voice calls and simple text messages.