These notes were made during the meeting of the FP&A Board on 16th May 2019 in London. They are a mixture of comments made by attendees and thoughts of those who presented case studies.
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
These notes were made during the 22nd meeting of the FP&A Board on 7th March 2019 in London. They are a mixture of comments made by attendees and thoughts of those who presented case studies.
A few days ago, I was looking through some blogs on LinkedIn when I came across a comment that suggested the purpose of budgeting was to set stretch targets. A number of people seemed to support this idea, although I personally have to disagree for two key reasons.
In this article we will look at the different methods an organization can use to set direction. Planning involves many kinds of methods that help managers make decisions.