Capital Expense (Capex) plays a major role in the free cash flow situation of most companies. For this reason, it deserves specific attention within corporate processes. This blog reviews how to plan the right Capex level to sustain future enterprise development, design a request and approval process, and control the level of spend.

Many companies measure their progress against annual objectives through profit and loss (P&L) reporting and a business performance measurement (BPM) tool. In many cases, this tool is a scorecard summarising the key P&L and balance sheet numbers. Is this enough?

Maintaining or increasing profit margins is key to the development of a company, but in many cases, it represents quite a challenge. I can see two main reasons for this: price pressure on the revenue side and inflation on the cost side. This blog explores 5 ways finance can support a company’s revenue maintenance.

By gaining a deep understanding of the key performance drivers outside of finance, and by expanding its field of prescriptive action into all functions across the enterprise, FP&A can move the next level up and transform itself into an extended Finance & Analysis (xP&A) organisation. This article explores why many of us still think in silos and reasons why traditional business controlling should evolve into extended planning and analysis (xP&A).

In many companies, the processes and tools to manage profit and loss (P&L) are quite developed, but the cash flow is not always understood and does not always receive the same level of attention. What are the reasons for this and how can FP&A improve the situation?

Traditional FP&A activities are becoming increasingly standardised and automated. To cope with these trends, finance managers should take over the role of sparring partner in their organisation.