Maintaining data consistency is crucial for the forecasting process to ensure the accuracy, reliability, and credibility of financial information.
In this article, the author outlines how to mitigate the issues related to data consistency.
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In this article, the author reveals the essence of a true FP&A Partnership Model. He also outlines the difference between a COE model and a true Partnership Model and the hurdles we may face when establishing it.
Adam Hancock, Senior Director of FP&A at EBSCO Industries Inc., shared a compelling case study of his company and outlined a few tried-and-true tips for boosting value creation.
Watch this video to understand how the FP&A Trends Maturity Model helped them define their aspirations and create the roadmap for this transformation.
In this article, the author discusses the key aspects of FP&A storytelling, highlighting the importance of defining the most relevant metrics, maintaining consistency, and understanding the importance of data visualisation.
Check the recording of this webinar to explore the transformative power of human and AI collaboration in FP&A with the panel of senior finance practitioners.
In this article, the author covers the importance of establishing a Reporting Factory within an organisation and outlines what benefits it can bring after implementation.
In this newsletter issue, we've curated a collection of insightful articles and a video from senior finance practitioners exploring the revolutionary potential of AI/ML.
In his insightful presentation, Massimo Garau, CFO at Veganz Group AG, not only unveils the essence of Scenario Management but also outlines how it can become our ally in three types of planning - Strategic, Financial, and Operational.
In this article, the authors outline why in-person Business Partnering may not be sustainable in modern FP&A and suggest a better technique for Finance Business Partners to have a greater impact on the decision-making process.
In this article, the author outlines how to strategically position FP&A in the business, leverage sales and operations planning (S&OP), and quickly advance from FP&A to Integrated Business Planning (IBP).