Igniting Performance as the CFO: Optimizing and Aligning the Employee Experience with the Customer Experience

By Ernie Humphrey, Treasury Thought Leader, Webinar Guru, Engaging Speaker 

The CEO walks into the CFO’s office and says, “You need to take more ownership of the customer experience and the professional development within and beyond your team.”

Even a few years’ ago many CFOs would have thought, and some still might think, is that the beginning of a joke?  CFOs are not known for superior soft skills or effective collaboration beyond the walls of Finance. However, the challenges and opportunities facing companies are ever evolving and complex, and as such the role of the CFO need to evolve in step for a company to deliver innovation and realize sustainable growth.  

Framing FP&A

By Karl Kern, Founder/President, Kern Analytics LLC

Framing is how situations are presented to people.  How situations are presented affect the decisions that people make.   Framing has a role in the work of FP&A practitioners.

FP&A practitioners can work through narrow frames.  Narrow frames can appear on income statements through revenues from specific products, executive salaries, and equipment depreciation.  Narrow frames can appear on balance sheets through work in process inventory, interest payable, and common stock.  Narrow frames provide an opportunity for FP&A practitioners to employ a bottom-up approach to their work. Employing this approach improves the ability to be precise in areas like financial plans.

The Key Tech Requirements of an FP&A System

By Neil Ainger, GTnews

At one of the previous meetings, The London FP&A Board addressed the technological requirements needed for effective FP&A. The well-known Chatham House anonymised rules were deployed to encourage a full and frank debate.

The board members agreed that technology (like any tool) is only as good as people’s ability to use it and to apply it for business benefit and the discussions about the key requirements of an FP&A system got underway.

20 Key Financial Modelling Definitions

By Rob Trippe, MBA, Financial Modelling Veteran

Financial model definitions can be tricky. Financial models are often dependent upon numerous functional areas and academic disciplines, such as accounting, finance and statistics. These disciplines may have differing uses of the same terminology. Model risk management has also drawn on numerous disciplines in its evolution. The result can be communicating at cross purposes.

No one academic discipline may lay claim to how a financial model’s terminology is defined. Financial model's output is often either a corporate finance concept or an accounting concept, while a driving calculation process may be statistical. Therefore, terminology should be defined among developers, owners and users as early as possible.

Why Your Business Planning Process Needs More Edge Answers

By Michael Huthwaite, Founder and CEO at FinanceSeer LLC

The long-standing narrative of Enterprise Performance Management (EPM/CPM) has been squarely focused on the effort to steer organizations away from spreadsheets by embracing Enterprise Performance Management suites (i.e. platforms).  
Yet, the dirty secret that is rarely spoken about is that most organizations continue to remain heavily reliant on spreadsheets even after spending huge sums of money on EPM solutions.  
So, why are so many organizations still deeply dependent on spreadsheets?  The answer to this question lies at the Edge.  

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