If FP&A professionals previously thought we had a tough job, the new reality of a very different world after COVID-19 will make our previous issues seem like a walk in the park. Where should we focus our efforts, and how can we provide the businesses with the best ways to move forward?

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.

Scenario analysis, sensitivity analysis and what-if analysis are very similar concepts and are really only slight variations of the same thing. All are very important components of financial modelling – in fact, being able to run sensitivities, scenarios and what-if analysis is often the whole reason the model was built in the first place.

Most recently, I have been observing significant changes in business models in many organisations around the globe.  

Many FP&A Board members say the future can no longer be predicted based on only historical data since we are living in an environment of “Unknown Unknowns”. 

Scenario planning is an important technique for a flexible and dynamic FP&A that enhances the decision-making process. In this webinar, Rhodri de Lloyd, FP&A Manager at GoCompare​.com, talks about his company journey towards on-demand scenario planning and also shares some lessons learnt.

Strategic investment decision-making involves the process of identifying, evaluating and selecting among projects that are likely to have significant impact on the organization competitive advantage. More specifically, the decision will influence what the organization does, where it does and how it does it.