This article discusses how FP&A teams can help our organisations measure information that balances the trade-offs between profitability and innovation. The author tells us how to achieve the Bush-Vail balance when building an FP&A department.
Matt Poleski
Matt Poleski has worked for numerous international companies in his career including Gallagher, Sara Lee, and KPMG. Matt specializes in coupling financial planning and analysis with mergers integration and organization structure.
Matt has an MBA from the University of Chicago Booth School of Business, a B.S. in Accountancy and Psychology from the University of Illinois. Matt also is a Certified Public Accountant.
Author's Articles
In this article, the author examines the FP&A's role in helping businesses win by measuring financial data and explores what should be measured. He also suggests how FP&A can help management balance the tug-of-war between profitability and innovation.
In this article, the author compares a business story with a sports game, revealing that we cannot tell the same story to different data users. He also outlines the 8-step approach for converting your ambiguous spreadsheet into a story.
In this article, the author exemplifies why Artificial Intelligence is insufficient for analysing the data and providing insights. He illustrates it by giving an example of Simpson's Paradox, which AI could not handle without human input.