In this paper, we will explore these different areas to explain what they are, how they have benefited other organisations and the steps an organisation can take in making the transition.

In this uncertain, technology-driven world, we conducted a survey of global FP&A professionals to assess whether the work they do and the skill sets they employ are ‘good enough’.

For many organisations, the Strategy Gap is a major obstacle that systematically prevents businesses from truly maximising their Strategic Planning efforts and sustainably creating value for their organisation. 

CEOs that are more strategically oriented and less numbers-oriented tend to want to partner with a CFO who has a strong command of the numbers. When that's not the case, and we have CEOs or leadership teams that are focused on their matrix, it can be challenging for the finance organisation. In the new article, Joao Almeida and Rich Feldman discuss some of the current challenges facing leaders in finance, and the role of capital planning in a time of increased uncertainty.

It’s often been said that we’re in the agile phase of strategic thinking – the stage of strategic thought that focuses on flexibility in planning and rapid, quickly responding iterations - and it really can’t be emphasised enough just how important it is to build a responsive and agile FP&A strategy. It makes all the difference between an efficient and high-performing strategy and one that’s dead in the dust.

We’ve all heard the phrase, “Culture Eats Strategy”.  This quote often attributed to Peter Drucker is seared into the minds of many as the reason why Strategy often fails.   But for some reason, I’ve never been able to fully buy into this statement.  Am I alone in this thinking?