In finance, we’re constantly chasing various financial metrics. But focusing on a narrow set of metrics often causes problems. For example, a Market Share growth strategy sounds great, but it often forces you to discount price or significantly increasing acquisition costs. 

As a result, the strategic outcome is often short-lived and can even result in decreased financial performance. What can be done to prevent bad strategy and why are we so surprised each and every time we repeat these same strategic mistakes?

In this article, we will move to the bottom line of P&L considering how finance can guide management in resource allocation and drive business profitability.

The new rules and uncertainties of business require leaders in FP&A to be far more adaptable and agile in their strategic Capital Planning process. When capital is not managed effectively, organisations can easily miss their growth opportunities and increase their risk exposure significantly.

Nearly all enterprises strive to significantly grow sales and income in their multiple-year business plan, yet not all of them will achieve this goal. This blog digs into the traps of the dream machine Long-Term-Planning (LTP) and how the FP&A function can support quantifying the expectations in a different way.

The Plan, Prioritize and Execute (PPE) model is an effective tool for an integrated strategic and financial planning exercise. It can be used by both large and small businesses and accommodate different budgeting methodologies.

This article explores how financial services businesses can guide investments in Financial Planning and Analysis (FP&A) design. It also provides recommendations on how to do so wisely and thoughtfully, and not rush through projects, which may necessitate re-investment later and consume valuable resources at a critical time.