Today, the volume of data is so large and complex, and the environment is so quick that Traditional FP&A can hardly cope. This is where Intelligent FP&A comes in to enable the fast, flexible and dynamic reaction to constantly changing market conditions.
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Critical and committed - these are two important qualities for an FP&A professional. How can they be cultivated? Find out in this article.
This blog focuses on identifying the soft skills needed to complement your technical, planning and analytical skills, together with your digital knowledge. It also suggests who in the organisation is best placed to share their top tips.
Why may businesses not seek out, or even resist, greater involvement of their FP&A partner? What is the basis of successful FP&A Business Partnering? Find out in this FP&A Board Connect.
Do you aspire to be the Chief Financial Officer of Google, Microsoft, Tesla or any other organization? I interviewed three Executives including two former CFOs to get their advice. These business leaders all spent several years in FP&A and credit this time as a critical experience in their ascent to the leadership positions that they eventually earned and thrived in.
In spite of knowing that cash is critical for success, how many businesses and various teams actually do everything to ensure a good cash management process? This article will explore how companies can improve this process and accumulate cash.
In this issue we will discuss intelligent FP&A, the efficiency of FP&A teams, the best practices for a rolling forecast and some tips for implementing a successful predictive analytics project.
At a time when finance is being challenged to add more value, getting the right attitude and mindset becomes critical to attract finance talent that is fit for purpose. This article zooms in on two important qualities of a good FP&A professional – Challenging and Compassionate.
The fourth FP&A Board Connect was dedicated to the subject "How to Use Predictive Analytics and Machine Learning for Better Quality Forecast (Janssen Case Study)".
A forecast that simply assigns future values based on prior experiences is not a model. In this article, I elaborate on the meaning of specifying the cause of change by showing why 3-statement forecasting is not enough for FP&A.