There are many terms connected with FP&A, such as “unstructured analysis,” “predictive analytics,” and “machine learning". Often very little detail on how they can be used in everyday life. Sure, there is an odd example such as how the sales of one product in a supermarket are related to another based on their location. But what do these technologies actually do, and how can they help management in today’s fast-moving, complex business environment?
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The volume of data is so large and complex that forecasts are often unpredictable: the world is changing faster than managers can anticipate. Managers can no longer rely on traditional monthly reporting of internally generated data to navigate the future. This is where iFP&A comes in.
Although there have been a large number of publications on the topic of strategy, only a small number of business leaders are confident that they can achieve 80% or more of their strategic goals. Why is this the case and how do we tackle this gap?
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For many organisations, the Strategy Gap is a major obstacle that systematically prevents businesses from truly maximizing their Strategic Planning efforts and sustainably creating value for their organization.
Why do companies systematically fail to set meaningful and achievable targets that can help close the strategy gap? What should be the role of the FP&A in Strategic Planning and in closing the Strategy Execution Gap?
Join the Digital London FP&A Circle online on April 22 from 4:30 PM to 6:00 PM BST to find out the answers with our leading professional panel.
Most FP&A departments are on a journey to a place where they can cope with today’s ‘new normal’. From our experience, organisations that are in the Leading state of the FP&A Analytics Maturity Model exhibit several characteristics.
In his digest, you will learn about the three important FP&A principles while discovering how to evaluate corporate performance management (CPM) solutions, and how to apply Dale Carnegie’s techniques to finance.
Synergistic teams are built by understanding where people best fit into the team. The biggest drivers of productivity have always come when people have purpose and are allowed to be creative.
In this Digest issue, we will explore the illusions of control in modern business and the possible benefits of data science. We will look at how you can ensure successful FP&A collaboration with all departments and we will explain the different planning methods available and their differences.
These notes were made during the meeting of the FP&A Board on 6th February 2020 in London. They are a mixture of comments made by attendees and thoughts of those who presented case studies. These notes are the copyright of the FP&A Board and are for the attendees of the FP&A Board and their business colleagues. They are not to be used in publications unless authorized by the FP&A Board.