For many organizations, the strategy gap is a major obstacle that systematically prevents businesses from truly maximizing their Strategic Planning efforts and sustainably creating value for their organization. 

We live in a world of uncertainty.  But in that uncertainty, lies a great deal of opportunity for those organizations capable of successfully executing a winning plan. 

Lately, I’ve noticed a significant uptick in the number of connections I have on LinkedIn who now list Strategic Finance as their primary job description.

For organizations looking to get the most out of their driver-based planning and rolling forecasting initiatives, it is critical to realize that these terms apply in both Strategic and Tactical planning. Yet the people, processes and technology applied to these two domains are quite unique.

If done correctly, Strategic Finance can represent an immense value-add to your organization while at the same time, reduce the costly time and effort of the Budgeting process.   Make a conscious effort to consider these seven essential tips and will see the benefits. 

As Finance leaders, we can’t expect the business to view Finance as value-added partners if we can’t put a stop to this often-inaccurate stereotype in advance. So where should we start? The answer lies in better communication along with greater transparent and objective measurements that can be easily understood and used by all.