Data Storytelling is a discipline at the intersection of data analytics, psychology, and design. It allows you to convey data insights in the form of a compelling visual story. This short article explains why we need data storytelling, how to do it, and what we can expect at the end.

The FP&A Trends webinar will take place on 20 January 2022 to explore Top Trends Shaping FP&A in 2022 and Beyond.

This blog explains how FP&A can utilise Artificial Intelligence (AI) to make a data-driven forecast of Account Receivables by examining historical invoices and payment data.

In this issue, we have collected content that explores Rolling Forecasting, its potential and practicalities. You will find two articles that break down the benefits of adopting Rolling Forecasting, along with one that explains how to mitigate potential challenges. We also included a short video with an insightful case study of Rolling Forecast delivered by the SBB Cargo CFO.

For FP&A, effective communication centres on 'storytelling' — the art of conveying numerical analysis as a cohesive narrative instead of a set of disjointed figures. It is hard to overstate the importance of storytelling. How FP&A professional presents their data determines how they are viewed

These uncertain times demand increasingly agile and analytical Financial Planning & Analysis. How do we build FP&A teams that succeed in the world of ‘unknown of unknowns’?

The CFO at Swiss Railway Freight Logistics (SBB Cargo AG) shares how his own company successfully implemented this agile alternative to traditional budgeting

Organizational agility often faces a considerable barrier: unaligned top-down and bottom-up planning processes. Why does this gap exist? How can we bridge it, and what role does technology play?

As organisations confront a more dynamic world, the traditional budgeting process is increasingly criticised as obsolete. But what if your business is still not ready to abandon traditional budgeting completely?

Corporate Performance Management (CPM) has long consisted in breaking the company’s strategy down into operational objectives and indicators, measuring the achievement of these objectives against operational entities' budget or forecast and take action on that basis. This approach was effective in a stable business environment, with slow and controlled changes.