Activity-based costing data can be used to build a test case operational budget (OB) model. In this article, Alan explains the test model and provides data that was used in the process.

The COVID crisis is significantly challenging companies’ resilience i.e. their ability to face the crisis. It largely depends on their level of preparation. FP&A should keep a permanent assessment of this resilience and potentially promote plans to improve it. How can we do this?

 How are you handling this mayhem? To better understand how to manage it, in this practical guide, we will look into four major dimensions.

Victor Barnes, Global CFO, The McDonald’s Division at The Coca-Cola Company, shared their recent global digital transformation initiative toward one source of truth to improve their processes.

In this digest, we will also look at financial modelling in more details. We will cover several questions. What is the difference between sensitivity, scenario and what-if analysis? How can you use a cost volume profit analysis? We will also discuss strategic cost control and the common pitfalls found during robotic process automation within FP&A.

I have previously written about 8 qualities which I believe characterize good FP&A performers. The article will explore what 2 of these – Curiosity and Creativity - can mean for Business Finance and FP&A in particular.

At the third FP&A Board Connect, Lukas Herbert shared a business case study on Zero-Based Budgeting (ZBB).

Developing predictive models, forecasts and scenarios to assess risk and assist decision making is one of a finance department’s most important activities. If finance managers neglect this activity, the company may encounter serious problems.

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Taking into account the current pandemic situation, what can FP&A do to establish the organization’s long-term financial and operational resilience? In this article, you will find a framework that could help you transform challenges into opportunities.