If businesses could solve the billion-dollar problem of: “we need to get the right information, in the right form, to the right people, at the right time, so that they can make the right decisions with a right degree of confidence and the right degree of precision”.
I feel we’ve turned a corner as a society, but just like I posted in early 2021, I don’t feel we’re completely in the clear. Many people are still thoroughly overwhelmed and I find it disappointing that we find ourselves in a constant state of uncertainty and flux.
How can better decisions be made in a constant state of uncertainty and flux? By not revering about the past and not referring to a historical reality as a normal to be restored.
Most inefficiencies and complexity in business aren’t so painful or so frustrating that people fix them; they’re also not so painful or so frustrating that they cause people to leave their situations.
What has always amazed me about business leaders is just how many of them don’t practice the strategies that most students learn in business school. I can’t count the number of times I’ve found myself saying aloud.
If you’re in business of any kind, you’re encompassed in the concept of leadership. There are countless books, courses, podcasts, keynote speeches, and headlines in every direction you look.
What exactly does an FP&A Pro Do? I recently wrote about what makes a good FP&A professional and many other considerations about being in FP&A. But there are other questions I didn’t touch on…and they’re substantial.
Attendees of my financial planning & analysis (FP&A) and university programs commonly ask about different roles in FP&A. They may be CPAs, Controllers, financial analysts, investment bankers, private equity associates, and finance/accounting majors and don’t fully know what an FP&A career looks like.
I’ve been having a lot of calls with small businesses over the last two months and thought it would be beneficial to share with you some of the questions I’m receiving and recommendations I’m making. Many of these discussions focus on cash flow and in particular.
In Brene Brown’s book, Daring Greatly, she shares a story told in a Harvard Business Review article about the “snowball effect” of vulnerability in leadership. To summarize a great example, the CEO of a large corporation decided to “get real” with his team about some missteps he had taken.
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