Unstable times are putting pressure on our planning process: we need to re-forecast more often to make timely and informed decisions, while at the same time we need to expand our forecasting horizons and look ahead. How can we achieve this?
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.
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In this series of blogs, we are looking at the changes that need to occur within an FP&A department in order to cope with the impact of today’s analytic technologies. This blog covers the role of the FP&A Architect.
To deal with the resulting uncertainty, FP&A teams have had to demonstrate agility and analytical rigour, as well as flexibility. The organisational disruption, impact on business performance and changing supply chain demands have required FP&A teams to respond with rapidly changing forecasts, budgets and investment plans.
Best practices from mature technology businesses have stable recurring Rolling Forecasts based on momentum, executive buy-in and a solid understanding of the drivers in both revenues and costs. And those forecasts have defined processes to ensure the right level of risk is mitigated with the right action plans to drive success. However, start-ups have a different focus: getting their product to market and ensuring there is a fit, or there is no business