The Ledger
Curated content foranalytical business leaders
FP&A Trends: Continuous Planning To Dynamic Business Environment
February 9, 2022
“Continuous Planning replaces the traditional static and calendar-driven process. It is a dynamic and open-ended planning approach that responds to internal and external events as they occur. In addition, the use of technology facilitates planning agility and flexibility through real-time analytics and automation.
To be successful in continuous planning, a dynamic mindset is necessary. Compared to traditional planning, where the goal set-up process is done only once, continuous planning allows organisations to achieve more of their targets.”
CFO Journal: 2025 Finance Predictions: The Pandemic Effect
February 8, 2022
“Some of our fundamental assumptions were on target. Underlying many of the original predictions was an awareness that the role of finance—and how it would add value to the business—would shift dramatically by 2025. As automation absorbed a growing number of operational tasks, the function’s increasingly business-savvy professionals would proactively provide analysis for decision-making, collaborating with partners across the enterprise in high-value activities like scenario planning and advanced forecasting. “Finance,” the report said, “will have a bigger say in how decisions get made throughout the enterprise.””
CFO Journal: Tap Indirect Procurement as a Source of Savings
February 7, 2022
“Before they can make strategic decisions about indirect purchases—such as standardizing all cost-related policies—CFOs need to arrange the fragmented pieces into a full picture. Working with the chief procurement officer (CPO), they need to assemble and consolidate data from the many internal, non-procurement functions that have been making their own deals.”
FP&A Trends: Measuring FP&A Performance with Key Performance Indicators (KPIs)
February 1, 2022
“So how can an FP&A function implement a good KPI framework? First and foremost, the questions in formulating the KPIs should be tied to the strategic objectives of the business – the value drivers. Once the right questions are selected for the KPIs, three foundational elements discussed below should be factored in building a strong FP&A KPI framework:”
- Reliable insights
- Accountability
- Quality data
