Strategic planning is mostly done with qualitative analysis. In this article, we will explore the use of quantitative tools, how to narrow down the number of variables to focus on and what tools can help with managing multiple scenarios.  

To provide the best support to the business leaders, FP&A needs to quickly leverage the accounting information at hand. This article covers three critical aspects of telling the business story behind the numbers.

At this meeting, the FP&A Board reviewed the latest FP&A team roles that are not typical for traditional management accounting.

While automation has eliminated many repetitive tasks, the next step for FP&A is to develop advanced analytics capabilities.

So, you got support from your executive leadership team and you hired or grown some talent in FP&A. This article will explore three top FP&A business partnership projects to deliver value and supercharge your FP&A team.

FP&A Digitalisation was discussed at several FP&A Boards in the past but the recent mindset shift has changed the perspective. It went from anxiety before the implementation to peace of mind in fully controlling the processes and confidence in the quality of provided FP&A insights.

This article summarises the presentations and discussions during the recent Digital FP&A Circle on how Artificial Intelligence (AI) and Machine Learning (ML) have reduced the process burden, increased the speed of insights, and ultimately supported improved decision-making at Konica Minolta and Amazon.

Sometimes we need to question the status quo in order to uncover hidden patterns and improve our results. Have you ever questioned your traditional consolidation process? In this issue, we would like to share with you a white paper where you will find more information about enhancing your consolidation strategy and a checklist that you can use for keeping track of your progress on this journey.

Scenario planning came to the forefront and even these had to be quick, flexible, and adaptable. Our six panel members took us through how they had to adapt and change system and processes for the “New Normal”.

For many organizations, 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.