When companies put greater weight on what the numbers mean, they often rely more heavily on financial reporting and perceive FP&A as a ‘nice to have’. But it’s quite the contrary. FP&A should be used to assist company leadership in problem-solving, risk management, and growth planning. But what is Corporate FP&A Done Right?
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FP&A Insights is a collection of useful case studies from leading international companies and thought leadership insights from FP&A experts. We aim to help you keep track of the best practices in modern FP&A, recognise changes in the ever-evolving world of financial planning and analysis and be well equipped to deal with them.
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As the year slowly draws to a close, CFOs also start their annual haggling over costly budget items. Various challenges force companies to dismantle old, cost-inefficient structures. In looking for new budgeting options, a well-known but controversial method is moving back into the limelight: zero-based budgeting (ZBB).
I like to think of the various EPM/CPM methods as an analogy of musical instruments in an orchestra. An orchestra’s conductor seeks balance and guides the symphony composer’s fluctuations in harmony, rhythm and tone.
By Randall Bolten, longtime Silicon Valley CFO, author of "Painting with Numbers: Presenting Financials and Other Numbers So People Will Understand You” and adjunct professor at U.C. Berkeley Extension.
You will be considered a great FP&A professional only if you can communicate clearly, effectively, and eloquently. The most basic of those choices is whether a use a table or a graph. To make that choice intelligently, it’s critical that you answer four questions that are described in this article.
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