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.

An Enterprise Risk Management (ERM) framework takes into account both risk management as well as internal controls. This article explores why a good understanding of Risk & Control is important for Business Finance / FP&A.

Strategic planning is mostly done with qualitative analysis. In this article, we will explore the use of quantitative tools, how to narrow down the number of variables to focus on and what tools can help with managing multiple scenarios.