Welcome to the fourth issue of the monthly FP&A Trends Digest! This time we will share some essential tips on strategic finance, the purpose of planning, the driver-based analysis approach and the power of scenario planning.
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In December 1999, Gartner introduced the concept of Corporate Performance Management (CPM), which they defined as the “... the processes, methodologies, metrics and systems used to monitor and manage an enterprise's business performance”.
These notes were made during the 9th meeting of the FP&A Circle in London. The notes are a mixture of comments and thoughts made by those who presented the case studies.
These notes were made during the meeting of the FP&A Board on 16th May 2019 in London. They are a mixture of comments made by attendees and thoughts of those who presented case studies.
These notes were made during the 22nd meeting of the FP&A Board on 7th March 2019 in London. They are a mixture of comments made by attendees and thoughts of those who presented case studies.
I had the pleasure of attending the 7th London FP&A circle. The Circle is the educational branch of the International FP&A Board which shares the latest professional trends and developments with the UK FP&A community. It is open to both senior and mid-level finance practitioners.
Join our next meeting in London to hear about "The Essentials of FP&A Analytical Transformation".
A few days ago, I was looking through some blogs on LinkedIn when I came across a comment that suggested the purpose of budgeting was to set stretch targets. A number of people seemed to support this idea, although I personally have to disagree for two key reasons.
In this article we will look at the different methods an organization can use to set direction. Planning involves many kinds of methods that help managers make decisions.
In this article, I want to make the case for data-driven planning to describe the 7 key FP&A models that every organisation needs to plan, resource and monitor business performance. From a planning and review perspective, there are 7 key things that management needs to know about its business processes, each of which can be assessed in a range of analytical models.