The COVID-19 pandemic forced companies of all sizes to scrap their business plans for 2020 and attempt to come up with new ones even though so much is unknown and changing so fast. This article covers top challenges currently facing companies during pandemic.
Anyone working in the FP&A space knows intermittent disruptions such the COVID-19 epidemic are the just tip of the iceberg because, at some level or another, every business day is a ‘VUCA’ day and if you invest in building FP&A processes that prove their worth every working day then you’ll be better able to weather a crisis.
This article focuses on how the Operational Budget’s advanced analytics supports seven of the Beyond Budgeting Institute’s twelve principles and management processes.
A budget uses numbers to express thoughts which can be done broadly, narrowly, or both. How thoughts are expressed is important in a budget. If a budget is not impressed properly, it becomes irrelevant in many ways.
While rolling forecasts have clear benefits, their successful implementation needs to consider several risk areas. The purpose of this article is to explore what consequences and costs a move to rolling forecasting has for the other actors involved in the process.
By deploying integrated FP&A organisations see greater performance improvements compared with traditional FP&A processes. This is enabled through combining strategic planning, business planning and forecasting and operations planning and forecasting.