Most people will agree that planning is a vital activity for every corporate body. It is often carried out according to a management calendar. Long-range and resource planning tends to take place on an annual basis, forecasting tends to be quarterly, while reporting is monthly driven.
Michael Coveney
Michael Coveney spent 40+ years in the software analytic business with a focus on transforming the planning, budgeting, forecasting and reporting processes. He has considerable experience in the design and implementation of Business Analytic systems with major organisations throughout the world. He is a gifted conference speaker and author where his latest book ‘Budgeting, Forecasting and Planning In Uncertain Times’is published by J Wiley. His articles have also appeared on www.fpa-trends.com, that encourages innovation in FP&A departments.
Author's Articles
Believe it or not, organizations do not collapse if they don’t have a plan or a budget! If a business is already established then two things will impact future results, irrespective of what is planned - organic growth and external influences.
We live in an unpredictable world where the future is uncertain. If it was then we would all make a fortune by making strategic ‘bets’ on certain outcomes. But the world is not like that.
A number of years ago I was contacted by a manager in the Health profession and asked if I could tell them 25 measures they should be tracking.
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