It is unrealistic to link every activity. In some cases, you may only be able to present the work that has been done with no obvious mathematical link to the outcome or the performance measure it supports. However, there is still value in presenting a goal and the supporting work being done along with its cost, so at least management can make an informed judgment as to whether they are linked.

As technology keeps advancing, digitalising the FP&A function and integrating it across the organisation is not out of the reach for any company. The successful companies of tomorrow will thrive by implementing data-driven and digital planning processes.

Join the Digital Central European FP&A Board on the 7th of December to discuss Key Skills and Capabilities in FP&A for the Next Decade.

This is an exciting time to be in Financial Planning and Analysis (FP&A). Because of Brexit, COVID-19 and ongoing digital transformation, organisations are demanding more than ever from the FP&A function. This culture of expectation encourages FP&A professionals to go above and beyond what has been achieved before.

The American economist and politician, Phil Gramm once said: “Balancing the budget is like going to heaven. Everybody wants to do it, but nobody wants to do what you have to do to get there.”

If these words ring true for you, this digest should help to point you in the right direction. With budgeting season upon us, we have decided to make this the theme of the issue.

While profitability is an easy concept to grasp, it is notoriously difficult to manage, especially in rapidly changing market conditions. How can we manage profitability in times of uncertainty? One answer is by using the profitability analysis framework.

Capital Expense (Capex) plays a major role in the free cash flow situation of most companies. For this reason, it deserves specific attention within corporate processes. This blog reviews how to plan the right Capex level to sustain future enterprise development, design a request and approval process, and control the level of spend.

Senior representatives from Deutsche Bahn Regio AG, Takeda, TE Connectivity, Unit4 and Robert Half, shared their actionable insights on the subject of Building Winning Financial Planning and Analysis (FP&A) Teams.

In anticipation of turning the pandemic corner, companies are contemplating the return to the office or some form of the “Next Normal” working model. So how will your FP&A team find optimal ways of working in this new and evolving landscape?  

In this uncertain environment organisational agility often faces a huge barrier: unaligned top-down and bottom-up planning processes.