A company exists in order to improve the well-being of its stakeholders. Achieving this task is based on the ability of a company to connect with its customers. How a company connects with its customers is through a value proposition.  

We often hear organisations hail the move from traditional annual budgeting to rolling forecast as a great improvement. However what makes rolling forecast great? Is rolling forecast the answer to ease the pain of budgeting? This article explores what rolling forecast is, it’s pros and cons, some best practice times and if rolling forecast can ease the pain of budgeting.

Drivers are the catalysts to initiatives. Which ones are the most important? Challenges in Driver Based Budgeting. What actions should be taken? Find out by joining this FP&A Board Connect. Find out by joining this FP&A Board Connect, where Saurabh Jain, VP Business Performance Controlling at Siemens Healthineers, and Gordon Stuart, CFO at Unit 4, will share their insights on the subject.

A recent Accenture study showed that 79% of large company executives think that companies that don’t manage big data properly will get left behind. But, data alone is not what businesses are after. They’re after what they think data can do for them. They’re really after the insights they can glean from data that will help them improve their decision making and the actions they take to move their businesses forward.

In the first FP&A Board Connect, Takeshi Murakami, Business Manager to CEO/President at Microsoft Japan, a speaker of the second Tokyo FP&A Board, explains how Microsoft achieved remarkable results by using predictive analytics and machine learning in FP&A.

In this article, I would like to share some insights on why your FP&A analytical transformation might fail and how to avoid this. The article is based on more than 20 years of relevant experience transforming large organizations.

Traditional forecasts and plans typically use single-point estimates and metrics with little or no discussion of risks & opportunities (R&O), and without showing correlations among multiple R&O that could have a major impact on performance. R&O adjusted forecasting and planning is an approach to forecasting that generates a range of possible outcomes and probabilities based on an analysis of multiple variables of R&O.

The sixth FP&A Board Connect will be delivered from Kuala Lumpur. It is dedicated to the subject of "FP&A Analytical Transformation: AXA Group (India) Case Study".

A lockdown is a challenging experience for all of us and we, at FP&A Trends, would like to make our digest as useful as possible for you. Therefore, we have divided this digest into three parts, allowing you to choose the most effective way to learn and grow while staying at home.

The world has changed in so many ways since the last Brexometer on 11th March.  There have been millions of Coronavirus cases and more than a hundred thousand deaths, with almost every human on the planet affected in their daily lives.  The impact on business has been nothing less than catastrophic. Whole sectors have come to a grinding halt, across all countries and economies.