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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.

Clinical & Statistical FP&A
August 15, 2016
FP&A Tags:
What is FP&A, FP&A People

By Karl Kern, Accountant / Lecturer / Writer

In his book THINKING, FAST AND SLOW Daniel Kahneman describes two schools of psychology within the study of decision making. Clinical psychologists advocate the use of methods like heuristics (rules of thumb) and intuition for making decisions. Statistical psychologists, on the other hand, advocate the use of methods like simple algorithms or formulas for making decisions.

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How to Build Corporate Performance Management Workflow
July 26, 2016
FP&A Tags:
Corporate Performance Management (CPM)

By Michael Coveney, Analytics Thought Leader and Author

Workflow is critical to a CPM application in the same way that it is critical to ERP. It is through workflow that users are directed and their attention focused onto their roles and responsibilities through the different performance management processes. The activities involved tend to be classified into the management processes.

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Seven Key Dimensions of CPM Business Model
July 26, 2016
FP&A Tags:
Corporate Performance Management (CPM), FP&A Strategic Planning, Modelling and Forecasting

By Michael Coveney, Analytics Thought Leader and Author

The central CPM business model requires multi-dimensional technology. The CPM business model will typically consist of the 7 dimensions.

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Responding to Criticism of FP&A
July 21, 2016
FP&A Tags:
Financial Planning and Analysis

By Karl Kern, Accountant / Lecturer / Writer

Criticism is defined as “the expression of disapproval of something based on perceived mistakes.”  FP&A is a learning process that creates insight into what organizations are doing and where they are going. Processes are not perfect; mistakes are likely to occur.  As a result, FP&A practitioners need to recognize that their work is subject to criticism.

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