Every month the Managing Director or Country Manager has to report the business results to the CEO or internal board. Depending on the corporate structure, there are different narrative reports, each with a different focus. This defines the role of Financial Planning and Analysis (FP&A) and the information that needs to be collected for future growth. Two opposite cases will make the same point.

As an FP&A leader in your organisation be a gentle guide and rigid challenger. Question decisions made with you or just in your presence. Encourage reliance on financial data, not an exchange of opinions.

They say a picture is worth a thousand words… Telling a story is one of the most important tasks FP&A professionals are facing, and data visualization is a powerful tool to reveal stories. This tool can help filter out the noise and generate valuable business insights.

To provide the best support to the business leaders, FP&A needs to quickly leverage the accounting information at hand. This article covers three critical aspects of telling the business story behind the numbers.

This series of articles focuses on blowing up this stereotype by demonstrating how Finance in general and financial planning and analysis (FP&A) in particular can change its language, use the right part of the brain to throw light on the most important business drivers, revive figures and make them tell a story that is easy to perceive and take action on. 

There are so many great stories to be told in FP&A! Due to technological advances, FP&A professionals now have access to advanced analytics, flexible dashboarding and effective data visualisation tools.