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Advanced Analytics Support for BBI’s Principles and Processes

By Alan Dybvig, Managing Partner at Dybvig Consulting

Alan Dybvig

Alan Dybvig is the managing partner of Dybvig Consulting. His intellectual property was implemented to create the operational budget (OB). His business experience includes 32+ years with IBM as a director and senior manager, primarily in supply chain and sales/marketing assignments, and then four years with a Warburg Pincus-financed supply chain startup where the idea for the OB germinated. He has had five articles published in the Journal of Corporate Accounting and Finance, two articles in the Institute of Management Accountants’ Strategic Finance and one each in the Institute for Business Forecasting's blog and INFORMS’ magazine, "OR/MS Today".

Alan Dybvig's LinkedIn profile: https://www.linkedin.com/in/alan-dybvig-0a374ois/

This article focuses on how the Operational Budget’s advanced analytics supports seven of the Beyond Budgeting Institute’s twelve principles and management processes.

Thinking Broadly vs Narrowly about a Budget

By Karl Kern, Accountant / Lecturer / Writer

A budget uses numbers to express thoughts which can be done broadly, narrowly, or both. How thoughts are expressed is important in a budget. If a budget is not impressed properly, it becomes irrelevant in many ways.

The First Digital Middle Eastern and African FP&A Board: FP&A of the Future: Adapting to the "New Normal"

The first Middle Eastern and African FP&A Board will be held online on the 28 September 2020 from 5-00 pm to 6-30 pm GST. Join our experienced and international panel of experts to learn how to adapt FP&A to the "New Normal".

The First Digital European (Germany and Benelux) FP&A Board: "FP&A Digital Transformation: Moving from Traditional to Leading Stage"

The First Digital European (Germany and Benelux) FP&A Board will be held online on the 24 September from 5:00 PM to 6:30 PM CEST. Join our experienced and international panel of experts to learn more about FP&A Digital Transformation: Moving from Traditional to Leading Stage.

The First Digital North American FP&A Board: "FP&A Digital Transformation: Moving from Traditional to Leading Stage"

The First Digital North American FP&A Board will be held online on the 17 September from 11:00 AM - 12:30 PM PST. Join our experienced and international panel of experts to learn more about FP&A Digital Transformation: Moving from Traditional to Leading Stage.

“New Normal” FP&A: Insightful Lessons from Australia

By Francoise Merit, Global Chief Financial Officer at Aurecon and Manuela Bruzzese, FP&A Professional

The current COVID-19 disruption has led to a historical change requiring adaptability and increased visibility for CFO and the executive team. At the First Pan-Australian Digital FP&A Board, the panel of 7 high-profile speakers discussed how financial planning and analysis (FP&A) can adapt to the "New Normal".

Digital Pan-Australian FP&A Board Recording: Adapting FP&A to the New Normal

The first Pan-Australian FP&A Board was held digitally as a response to the pandemic outbreak. This digital meeting was devoted to 6 facets of the New Normal FP&A including Scenario Planning, Cash Flow Planning, FP&A Team Building, Technology, Driver Based & Predictive Planning and FP&A Skills and Roles.

Multinational Companies: Specifics for Finance

By Christian Fournier, former Head of Finance Europe at Orange Business Services

Finance, and FP&A, is facing specific challenges as far as multinational companies are concerned. What are these challenges and how can you deal with them?

Digital Pan-Asian FP&A Board Recording: Adapting FP&A to the New Normal

The current world is full of dead budgets and unrealistic forecasts, and FP&A teams need to adapt quickly to prepare for the future. At the first Digital Pan-Asian FP&A Board, senior finance practitioners from large organisations shared their insights on a variety of topics.

Rolling Forecast – FP&A Wants it for Sure, but Does Anyone Else?

By Amrish Shah, CFO at Metabolic

While rolling forecasts have clear benefits, their successful implementation needs to consider several risk areas. The purpose of this article is to explore what consequences and costs a move to rolling forecasting has for the other actors involved in the process.

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