The first step in forecasting is to understand where we are today and how we arrived at that point from the past. This is gain through analysis and reporting. 

Increasingly, managers are now looking to change the corporate planning process and replace the traditional annual budget with rolling forecasts, 12, 13 or 15 months ahead. What is the reason for this development?

Statistical approaches to forecasting can provide a framework for creating rolling budgets to which analytical skills and judgment can be applied in supporting a sound budgeting process.

Many millions of people are stuck with the habit of smoking. They know its bad for them and it will eventually kill them, yet they continue.

While FP&A professionals work in a field of numbers, language is a critical component of our profession. Far too often there is loose use of terminology in corporate finance.

In this article, I want to make the case for data-driven planning to describe the 7 key FP&A models that every organisation needs to plan, resource and monitor business performance. From a planning and review perspective, there are 7 key things that management needs to know about its business processes, each of which can be assessed in a range of analytical models.