As far as I know, we are not legally required to forecast. So why do we do it? My sense is that forecasting practitioners rarely stop to ask themselves this question. This might be because they are so focussed on techniques and processes.
FP&A Insights
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.
Stay tuned for more blogs and articles from great authors.
By Michael J. Huthwaite, Director of Product Management at Walmart
How to establish sustainable success in Strategic Finance, one step at a time. When executed correctly, Strategic Finance is the linchpin between Strategic Planning and Budgeting. It helps organizations turn strategic thinking into reality by cascading thoughts and goals into measurable financial outcomes.
An important characteristic of FP&A practitioners is a commitment to continuous improvement. There are a number of ways for FP&A practitioners to commit toward improving their work. For me, one of the ways I commit to continuous improvement is reading books.
Financial Planning and Analysis (FP&A) play a pivotal role between Strategy, Business and Data: a business partner advisor, helping to form a pathway that navigates an uncertain future, but in reality, the value created is very difficult to measure.