Formulate are joining the #CFOdebate at Generation CFO's lively events as proud Technology Sponsor. These premium events feature a lively debate with four leading CFOs, chaired by Christopher Argent, founder of Generation CFO who’s transformation projects include John Lewis, Amazon and Vodafone. The panel will reveal simple changes organisations need to make and where the focus needs to be, to move fast and to remain relevant.
So what do you include in the payback calculation when looking at investment in automation? Commonly investment V returns in savings or added revenue over a period of time.
But it's often the soft intangibles like time savings, improved morale, attracting talent, or better decision making, which are tricky to put numbers against, but payback in spades. This article lists the 5 less common ROI contributing factors, which may not be on your radar when it comes to the decision to invest.
It seems spreadsheets are the route of all evil if you believe everything you read today. Much like a difficult toddler they make mistakes, often get unruly and difficult to handle and don't share easily.
Nevertheless we in finance love them. Like offspring we've nurtured the spreadsheet as one of our own. There are times we'd happily scream at them but, like our offspring they have our own stamp running through them. They are tricky to adopt from others, as there are lots of hidden codes to understand and learn so they behave well, and you can build a relationship with them.
So how can we cling to spreadsheets and make them work when all around us are heralding that it's time to let go and move on?
I spent a day with our Delivery manager last week, developing the second phase of our project management system as we recognised we need to keep improving our systems and processes. It got me thinking about the whole continuous improvement conundrum. Let’s face it, change is hard and getting users to change even harder, so it’s no wonder we put off projects which need the mobilising of others.
For as long as most of us in Finance can remember, every year each company goes through its annual Budget cycle. Its as regular as clockwork, its ingrained in all of us to do it. But have you ever stopped, taken a step back, and asked why we do it this way?
balance sheet, P&L, Cash flow forecasts
A set of accounts has three inter dependant controls change one and it impacts another, take an entry on the profit & loss, this will change the balance sheet and with a small delay, the cash flow will move too. You can’t move one without impacting at least one of the others. So it makes sense to me, that when you forecast you can see the impact on all three when change happens.
Finance is firmly in the driving seat when it comes to informing and making decisions. When a company is growing fast, it needs good solid information with intelligent insight to inform company decisions. Gone are the days when the whim of a CEO, or board bias drives direction and strategy. So lets look at what makes a great analysis team and how to get there.
For many, budgeting rounds are hellish, with no treats in store. If the mere mention of the 'B' word causes terror then maybe its time to look for another way.
When it comes to getting real benefit from any system, software is only half the story, the other half is delivery. When choosing the right bit of kit to invest in, comparing functionality, reviews and reports all help in the decision making process. But what of the team that build and implement the software? Here are our 5 tips to guide you through getting the perfect delivery.
It has long been said that cash is king and lack of it which brings a company down. So to forecast using just P&L figures restricts the ability to see the impact of one of the key threats to an organisations ability to hit their targets. We take a look at why so many models fail to pull cash into the plan and what you can do to fix this with a few simple steps.