Among the difficult subjects for FP&A and management, there is the very “sensitive” relation between budget or forecast and managers compensation scheme.
By Thorsteinn Siglaugsson, Consultant / Corporate trainer / Manager
When preparing the implementation of a planning and forecasting system I am often asked if we can just take the existing spreadsheet solution and squeeze this into the new system. Invariably my answer is: Yes, we can do this, but we should not. Why?
By Karl Kern, Accountant / Lecturer / Writer
Karl Kern has a BBA degree in Accounting from Temple University, and an MBA degree with a concentration in Finance from Babson College. After graduating from Temple University Karl started a career where he has established a reputation as a problem solver. Karl’s reputation as a problem solver is based on his ability to create as well as implement initiatives that have helped organizations increase revenues, decrease expenses, and improve cash flows.Financial Planning is seen as a service however seeing Financial Planning as such limits its value-added capabilities. Financial Planning creates products that help people maximize wealth. There are two products created from Financial Planning for this task.
By Thorsteinn Siglaugsson, Consultant / Corporate trainer / Manager
Traditional budgeting has for a long time been criticized for encouraging counterproductive behaviour, hindering growth and wasting time on useless exercises. In recent years, the Beyond Budgeting methodology has gained ground as an alternative.
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.
The concept of Zero Based Budgeting (ZBB) is by no means new. It has been around for almost 50 years and has been used by many commercial and non-commercial organisations whose overriding objectives are to shed the unnecessary expenses.