The Driver-Based Planning concept is a hot subject in the FP&A world. Many organisations consider it for their planning purposes, however just a few have already implemented the fully driver-based planning model.
Why? Because it requires a complete re-thinking of how organisations plan and forecast. It works in analytical culture, where judgemental planning and forecasting practices are not accepted.
Is our corporate world ready for this mind shift?
The fourth Stockholm FP&A Board was debating on why driver-based planning matters for modern FP&A.
How to Design Data Driven Planning Architecture?
A new generation of planning systems are beginning to emerge that are data driven. These systems are very different from traditional planning systems and have an architecture that enables them to support the modern agile planning process. From a user perspective, they operate as a single management system where planning can be driven by events and exceptions in the business environment. For example, a change in the competitor landscape may lead the system to collect more data for the affected areas, which leads to new initiatives being proposed, selected and budgets changed accordingly. This can happen at any time and on a continuous basis.
By Randall Bolten, longtime Silicon Valley CFO, author of "Painting with Numbers: Presenting Financials and Other Numbers So People Will Understand You” and adjunct professor at U.C. Berkeley Extension
You will be considered a great FP&A professional only if you can communicate clearly, effectively, and eloquently.
Obviously, the most important goal of almost all numbers presentations is to inform your audience. But every good FP&A professional should have another, more selfish goal: to showcase your critical thinking skills. If you keep both goals in mind, achieving each will make the other more likely.
By Anastasia Chechkova, FP&A Trends correspondent
In this interview, Larysa Melnychuk, Managing Director at FP&A Trends Group and the Founder of the International FP&A Board, shares her thoughts on Beyond Budgeting Philosophy and reveals insights that were generated by the London FP&A Board during debate on the subject.
Are we ready to change the traditional budgeting culture?
by Michael Coveney, co-author of "Budgeting, Planning, and Forecasting in Uncertain Times"
In this article, the author reveals the top 8 measures for any performance management system.
In summary, don’t just choose any old measure because it’s available or use a measure because someone else is using it. Instead, choose measures because of the value it brings to the management of performance