In this article, we will look at how driver-based advanced analytics has overcome the problems with the current budgeting process. This is the first article in a series that is devoted to next generation budgeting; specifically, the operational income statement (OIS) and its associated operational budget (OB).

When we talk about performance measurement, KPIs are a common tool.  It can be a financial measure or an operational measure. However, in recent years, KPIs seem to have fallen out of favour because it fails as a useful indicator of business performance. Should we abandon KPI? This article looks at the importance of designing and defining appropriate KPIs in performance measurement.

The fifth Seattle FP&A Board, which was sponsored by SAP and Robert Half, was devoted to the subject of FP&A Team Building.  As FP&A leaders work towards a more effective business partnership, they require effective teams to achieve this goal.  But what comprises effective teams? And what roles must people play?

At the sixth meeting of the AI/ML FP&A Committee, Saul Mateos, Finance Director at Coca Cola (previously Senior FP&A Director at Egencia), shared Egencia's journey of using Artificial Intelligence for FP&A.

The 11th meeting of the Zurich FP&A Board will take place on the 7 May 2020 to debate the subject of "Building FP&A of the Future".

The sixth meeting of the Boston FP&A Board was held on February 27, 2020, to address a popular subject of  Zero-Based Budgeting (ZBB). What is new in ZBB of the 21st century? How can it be useful for addressing the challenges of traditional budgeting culture

Finance transformation is high on the agenda for the majority of finance departments. What is driving this? There are a number of push factors that are important.

This is one of a series of three blogs – assessing some of the predictions about the future role of finance. The other two blogs focus on the skills needed for the digital world, one covering technical/digital knowledge and the other covering soft skills.

When creating a driver-based model, it is important to produce one that is not overly detailed or complex but one that is accurate and actionable. Avoid complexity by adding variables if they do not provide analytical benefit. Starting with the chart of accounts is not a good idea. The model should focus on key performance drivers. 

By deploying integrated FP&A organisations see greater performance improvements compared with traditional FP&A processes. This is enabled through combining strategic planning, business planning and forecasting and operations planning and forecasting.