Anyone working in the FP&A space knows intermittent disruptions such as 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 by combining strategic planning, business planning and forecasting and operations planning and forecasting.
Drivers are the catalysts to initiatives. But which ones are the most important? And how to deal with challenges that come with driver based planning?
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