The Ledger

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Tag Archives: financial planning

FP&A Trends: Do You Know Your Business Drivers or Still Rely just on KPIs?

“Driver-Based Planning and forecasting allow us to react to changes in the external environment, create more accurate and meaningful plans, and promote understanding of the business and its drivers.”

Read More at FP&A Trends >

CFO Magazine: A CFO Action Plan for 2023

“CFOs should strengthen their supply chains in the year ahead, carefully analyzing them end-to-end to identify potential weaknesses and opportunities. Identify critical suppliers, build relationships with them, ensure they have scale, and designate alternate sources where needed. Engage key customers in joint demand planning, gaining commitments for short-term requirements. Invest in preventive maintenance programs to minimize unplanned downtime. Implement cycle counting for raw materials, finished products, and spare parts to ensure complete visibility. And, in general, monitor your supply chain risks and react accordingly.”

Read More at CFO Magazine >

CFO Dive: Splurge on Automation Before Recession Hits, Says Former ‘Serial CFO’

“Automation in areas such as FP&A can go further than simply reducing the need to hire new staff or cost-cutting measures, Ross said — it can also help to strengthen business outcomes, allowing finance teams to collect data more swiftly and to better consolidate their future strategies.”

Read More at CFO Dive >

CFO Journal: Automated Financial Forecasting: Remaking the Planning Process

“A solid foundation of data quality and data management is the first essential input to establishing automated, adaptable, and real-time forecasting. Leveraging continuous flows of data, algorithmic forecasting models allow organizations to quickly adapt to ever-changing business environments.”

Read More at The Wall Street Journal >

CFO Insights: Provoking the Future: How CFOs Can Take Action to Illuminate Uncertainty

Build scenario-planning muscles. In a linear world, it was customary to consider a dominant version of the future and construct possible variations around it. Now, with so much about the future up for grabs, CFOs need to have sufficient humility to acknowledge that nobody knows how things are going to turn out and to consider multiple, equally plausible futures. As they explain that future using numbers and models, the gaps will enable them to identify uncertainties. As the actual future develops, they may adjust those scenarios dynamically. Every five years, they may even have to start over.”

Read More at Deloitte >

CFO Insights: Future scenarios: Are CFOs Too Worried About Inflation—or Not Worried Enough?

“As CFOs watch inflation numbers rise month after month, so may the intensity of their concerns. Now that it has climbed to an altitude unseen for 40 years, they may be tempted to assume that it is bound to go even higher.

But what if the picture we have today isn’t a reliable guide to what’s ahead? What if by next year inflation is trending down? Or maybe even has dropped into disinflation, with the Consumer Price Index hovering between 0% and 1% as a result of a faster-than-expected resolution of supply chain disruptions combined with diminished consumer demand.”

Read More at Deloitte >

FP&A Trends: The Future of Business Modelling

“In most companies relying on Excel-based solutions, Excel is doing everything: it functions as the database, the calculation engine, and the analytical tool, sometimes all within one workbook. This approach is resource-intensive and eventually becomes unsustainable. And while Excel is an excellent tool for spreadsheets, financial modelling, and provides FP&A with much-needed agility, it’s not effective for sophisticated FP&A processes such as data consolidation, repetitive reporting processes, drill-downs, and comparison analysis (such as scenario comparisons). A technology solution is needed to unlock additional power.”

Read More at FP&A Trends >

CFO Magazine: Dynamic Financial Planning for Real Events, Not the Calendar

“With the risk of a recession rising, companies in most industries will have their financial planning processes severely tested over the coming months. They’d do well to replace a fixed annual exercise with a flexible approach that responds to changing conditions. Traditional planning methods have caused firms to be caught flat-footed by external shocks, and unable to quickly adapt or reallocate money and other resources.”

Read More at CFO Magazine >

FP&A Trends: Tips and Hints On Implementing Driver-Based Models

“The first step in building a driver-based model is the decomposition of the business model. The easiest way would be to start with Income Statement (revenues and costs); however, we should not forget about the Balance Sheet and Cash Flow effects.”

Read More at FP&A Trends >