After spending 15 years in the corporate life holding various finance leadership roles within diversified range of industries and in organizations of different sizes and nature, I have realized that leadership is not about position, it’s all about perspective and our ability to create positive and strong influence within the organization.

Organisations often struggle to find a balance between their long-term strategic objectives and short-term goals. Being a key player in an organization’s strategy setting and budgeting process, FP&A professionals also face this dilemma as a part of their roles.
 

The decision cycle will help you and your association make knowledgeable decisions that drive exceptional results. I myself use this very process when making important forecasting and planning decisions. Today, I am going to share my insights with you and your team so that you can witness the profound impacts of implementing these five simple steps.

Why is strategic partnership important? You might be asking yourself this question when going to a sales meeting, working with another department or attending a company meeting.  Strategic partnership is paramount as it allows FP&A teams to spend less time on traditional finance functions like reporting, treasury, tax and investor relations. 

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.

More than 15 years ago, the Harvard Business Review had already declared corporate planning and budgeting as all but dead. “Corporate budgeting is a joke, and everyone knows it,” the business magazine wrote in 2001. The polarizing article generated an enormous reaction. However, little has changed since then.