Rolling Forecasting is an essential tool in this radical transformation. An effective Rolling Forecast expands planning horizons, reduces FP&A cycles, and helps in the execution of organisational strategies. But Rolling Forecasting must be implemented carefully, otherwise it risks becoming just another non-value added activity.

The Digital Pan-Australian FP&A Board will be held on the 26th of October at 4:30 PM AEDT to discuss how to manage risks and opportunities of Rolling Forecast and Scenario Planning.

If the last year has taught us anything, traditional financial planning and analysis approaches did not work (or at least proved suboptimal) when navigating through uncharted landscapes. The pandemic forced FP&A practitioners to reassess and adapt our approach to planning, forecasting, and bringing to the forefront the importance of scenario planning. 

A recent FP&A Trends Webinar focused on how to master rolling forecasts and how they can revamp the way an organisation works. This article summarises this insightful meeting, interactive polling questions and compelling discussions.

There is no doubt that 2020 has been one of the most disruptive years for all of us in many aspects of our professional and personal lives. In this article, I would like to discuss the new challenges in FP&A and how we need to face the new circumstances in the short and long term.

It is commonly agreed that the traditional budgeting process is time-consuming and costly. It rarely focuses on strategy and adds little value. Although traditional budgets have evolved over the years, they can hardly meet the challenges of the modern economic and business environment.