In finance, we’re constantly chasing various financial metrics. But focusing on a narrow set of metrics often causes problems. For example, a Market Share growth strategy sounds great, but it often forces you to discount price or significantly increasing acquisition costs. 

As a result, the strategic outcome is often short-lived and can even result in decreased financial performance. What can be done to prevent bad strategy and why are we so surprised each and every time we repeat these same strategic mistakes?

Nearly all enterprises strive to significantly grow sales and income in their multiple-year business plan, yet not all of them will achieve this goal. This blog digs into the traps of the dream machine Long-Term-Planning (LTP) and how the FP&A function can support quantifying the expectations in a different way.

The Plan, Prioritize and Execute (PPE) model is an effective tool for an integrated strategic and financial planning exercise. It can be used by both large and small businesses and accommodate different budgeting methodologies.

On November 18, 2020, the International FP&A Board welcomed two FP&A thought leaders - Mike Huthwaite from the USA and Michel Haesendonckx from Belgium - to discuss the important subject of Empowering FP&A to bridge the Strategy Gap.

An Enterprise Risk Management (ERM) framework takes into account both risk management as well as internal controls. This article explores why a good understanding of Risk & Control is important for Business Finance / FP&A.

Strategic planning is mostly done with qualitative analysis. In this article, we will explore the use of quantitative tools, how to narrow down the number of variables to focus on and what tools can help with managing multiple scenarios.