In this series of blogs, I am looking at areas where FP&A departments must improve if they are to support organisation decision-making in this technology-driven age. In this blog, I’ll cover the new staffing roles that are essential.
In this series of blogs, I will be looking at a number of areas that FP&A departments must address if they are to add value to the organisations they serve in this technology-driven age. In this blog I’ll cover the reasons why change is essential.
Fortunately, an increasing number of organisations have come to embrace what IFP&A can offer. These people ‘step outside the box' and create solutions that are both innovative and that help management to improve organisational performance.
Artificial Intelligence (AI) is one of those terms surrounded in mystery and which promises a lot. It’s also a term that is easy to misunderstand exactly what the promises are, particularly in reference to FP&A.
Traditional FP&A systems are typically focused on one aspect of the management process. For example, setting a budget, collecting a forecast, or delivering results in the form of a report pack.
Over the past 20 years, there have been concerted efforts to combine these processes into a single system – after all, what’s the point of a budget if you can’t report against it or collect a forecast to see if year-end goals are going to be achieved?
It is unrealistic to link every activity. In some cases, you may only be able to present the work that has been done with no obvious mathematical link to the outcome or the performance measure it supports. However, there is still value in presenting a goal and the supporting work being done along with its cost, so at least management can make an informed judgment as to whether they are linked.
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In this series of blogs, Michael is looking at a number of areas that FP&A departments must address if they are to add value to the organisations they serve in this technology-driven age. In this blog, he looks at the reports being produced.
In this series of 9 blogs, we will be looking at a number of areas that FP&A departments must address if they are to add value to the organisations they serve in this technology-driven age. This blog covers the role of the FP&A Analyst.
In this series of 9 blogs, we will be looking at a number of areas that FP&A departments must address if they are to add value to the organisations they serve in this technology-driven age. This blog covers the role of the FP&A Analyst.
In this series of blogs, we are looking at the changes that need to occur within an FP&A department in order to cope with the impact of today’s analytic technologies. This blog covers the role of the FP&A Architect.