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This article addresses technology in FP&A. In his book "THE INNOVATORS" Walter Isaacson describes two ways of utilizing technology. One way is artificial intelligence, machines thinking on their own. Another way is augmented intelligence, people using machines to help organize information.
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.
In recent posts we’ve seen how tiny changes in the way we present numbers can have a huge impact on how well the information is understood. In this post, we look instead at how those little things can affect how your integrity or your ethics might be perceived.
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The gold rush is a defining part of Silicon Valley. The gold of today is data, and many solutions are rushed to the world market from a small radius around Princeton University. On the other side of the Bay lies the University of California, Berkeley, a place of the Liberal Arts in contrast to the technology-driven Princeton.
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.
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.
The central CPM business model requires multi-dimensional technology. The CPM business model will typically consist of the 7 dimensions.
Driver-based planning (DBP) is an essential part of the financial planning and analysis (FP&A) armoury, enabling organisations – ranging from the smallest non-profit to a multinational – to become quicker, more dynamic and agile in their planning and in responding to internal and external changes in the business environment.
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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