Many commercial finance or FP&A professionals focus on getting the model right and not enough time considering the how people are going to react to the outcome. This blog sets out a few tips to navigate the politics. In the words of Oscar Wilde ‘The truth is rarely pure and never simple’.

One of the most damaging management practices in business today is the individual bonus – “do this and get that”, a practice that now has also found its way into the public sector

As financial professionals we Financial Planning and Analysis (FP&A) professionals spend a lot of timing learning - learning the basics of accounting and finance, learning the business and learning about the impacts business decisions have on budgets and forecasts.

Each function has strategic insight that can benefit senior management with their unique perspective. While this is true, there are only so many seats at the table, and each organization functions differently.

Defining what Financial planning and analysis (FP&A) does has always been challenging. Most people place FP&A in the Office of the CFO, which makes sense, for many of us have certainly played the role of CFO a time or two. Still, as business partners, strategists and advisors, that is also not necessarily a perfect fit. This categorisation may change as our roles continue to expand to become the central hub of corporate analytics and reporting.

In this blog we explain how companies can efficiently and accurately calculate their personnel requirements.