Building an analytically led organisation, focused on bending the cost curve and reinvesting those savings into opportunities that are earlier on the product lifecycle are key steps to growing and sustaining shareholder value. No company will continue to grow forever. In order to stick around, you’ll need to one day start to bend the cost curve.
Maintaining or increasing profit margins is key to the development of a company, but in many cases, it represents quite a challenge. I can see two main reasons for this: price pressure on the revenue side and inflation on the cost side. This blog explores 5 ways finance can support a company’s revenue maintenance.
By Joao Almeida, CFO Hubs at A.P. Moller-Maersk, and Rich Feldman, Head of Marketing at Finario
CEOs that are more strategically oriented and less numbers-oriented tend to want to partner with a CFO who has a strong command of the numbers. When that's not the case, and we have CEOs or leadership teams that are focused on their matrix, it can be challenging for the finance organisation. In the new article, Joao Almeida and Rich Feldman discuss some of the current challenges facing leaders in finance, and the role of capital planning in a time of increased uncertainty.
The KPIs you choose to measure the performance of your business, the KPIs you use in traffic lights, and the gauges in your dashboards drive the efforts of your teams and shape your business. In this article, we explain the strategic role of dashboard design and how to set the right KPIs and benchmarks for your business.
The financial numbers only show one side of the story. When FP&A professionals are presenting the complete story behind the numbers, soft data needs to be collected and incorporated. The big question is, what data and where is it?
By Ryan Sullivan, Principal at Collectiv
It’s often been said that we’re in the agile phase of strategic thinking – the stage of strategic thought that focuses on flexibility in planning and rapid, quickly responding iterations - and it really can’t be emphasised enough just how important it is to build a responsive and agile FP&A strategy. It makes all the difference between an efficient and high-performing strategy and one that’s dead in the dust.