There are arguably two main reasons for the Strategy-Execution Gap. The first is obvious: too much focus on short-term profits. The second is less immediately noticeable, but perhaps more deep-rooted: improper allocation of resources.

Overviews and Case Studies

The core focus of this Committee is on the practical application of AI/ML e.g. leadership, people, roadblocks, and change management focusing ultimately on benefits realization.

Data storytelling tools like dashboards have been around for a long time, but they have recently experienced a huge surge in popularity.

Fortunately, an increasing number of organisations have come to embrace what IFP&A can offer. These people ‘step outside the box' and create solutions that are both innovative and that help management to improve organisational performance.

To respond to uncertainty and rapid change, we need agile decision-making. But organisational agility often faces a considerable barrier: unaligned top-down and bottom-up planning processes.

What is the formula for successful FP&A Integration?

Our company has believed that “two think better and faster than one”. That is why pair programming is one of our secrets for success, and it does not pass unnoticed by our clients. So why should it be ignored by leadership?

Any FP&A Transformation is a huge shift in the mindset of how we work, think and collaborate with each other, what messages we share, and what analytics we use. Any change should be managed, and the purpose of this webinar is to create a framework to help FP&A navigate through a complex change. 

Watch the recording of this digital event to learn how to drive analytical change.

First and foremost, Best-in-class FP&A is about agility. Accordingly, it specialises in the ability to orient planning activity around the needs and cycles of the products and services provided by the organisation. With a constant flow of urgent demands leaving little time to make changes, finance teams need practical advice on how to digitally transform FP&A.

The financial manager must accept that if the plan goes well and is considered excellent, credit goes to the boss. If it goes badly, then the no-decision manager blames the financial manager. The no-decision boss will present the plan as though it is their own and will never reveal that it was prepared by someone else.