For many organisations, the Strategy Gap is a major obstacle that systematically prevents businesses from truly maximizing their Strategic Planning efforts and sustainably creating value for their organization. 

Why do companies systematically fail to set meaningful and achievable targets that can help close the strategy gap? What should be the role of the FP&A in Strategic Planning and in closing the Strategy Execution Gap?

Join the Digital London FP&A Circle online on April 22 from 4:30 PM to 6:00 PM BST to find out the answers with our leading professional panel.

Staying productive during an everlasting pandemic is a challenging task. Therefore, in this digest we added ten productivity hacks for finance professionals that can help you manage your time more effectively. We will also look into a three-step crisis management framework.

Nearly all enterprises strive to significantly grow sales and income in their multiple-year business plan, yet not all of them will achieve this goal. This blog digs into the traps of the dream machine Long-Term-Planning (LTP) and how the FP&A function can support quantifying the expectations in a different way.

The Digital Pan-Asian FP&A Board will be held on 8 April from 5:30 PM to 7:00 PM SGT to discuss the concept of extended Planning and Analysis Business Partner.

This article details the main benefits and drawbacks of predictive planning. It provides recommendations on where to start your journey and how to avoid the most common mistakes.

In the current changing environment, Zero-Based Budgeting (ZBB) transforms into a wider framework of Zero-Based FP&A. This is a concept in which ZBB principles are applied to not only expenses but also to other areas of the FP&A process.

Although traditional budgets have evolved over the years, they can hardly meet the challenges of the modern economic and business environment. At the Digital North American FP&A Board, we will discuss whether it is realistic to abandon the budget and transform the whole process.

To navigate the uncertainties in 2020, FP&A had to change their way of working. On the 4th of February 2021, during The Digital Swiss FP&A Board, we looked at the Scenario Planning via different perspectives. The insightful meeting was delivered by a board panel of 4 distinguished FP&A Board members. This article summarises the key case studies and polling questions. 

Scenario Planning is one of the approaches that allow FP&A to make decisions quickly based on real data. It is the key to evaluating what is possible.

As more and more enterprises endeavor to move from a centralized, command and control structure to more agile and decentralized business units, the biggest constraint felt by many is the way financial control is exercised via traditional budgeting and budgetary control.