Webcasts

• Skype: Big Company FP&A Vs. Small Company FP&A

  Wednesday, September 21, 2011
  

  All companies have the same goals when it comes to planning. It’s all about having visibility to make better resource allocation decisions. The differences arise in the number of constituent groups in large companies and the resources available at smaller companies – these factors affect execution and complexity.

  Roles also vary from the specialist to the generalist. In a larger corporation a head of strategy & planning may focus on planning, budgeting and forecasting for their specific business unit, with strategic project reviews thrown in. In a smaller company,...

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• Surviving the Downturn: Zero Based Budget

  Saturday, September 24, 2011
  

  The key to survive the semiconductor down turns is to size the cost structure of the business that will allow you to break-even in the bad times. A critical financial planning process to reduce the cost structure is to treat every expense from a zero based perspective.

  The financial Planning and Analysis team can play a vital business role to help develop a zero based budget approach that establishes a prioritization process. It is essential to have a break- even business model with an education process on what is required to generate net income positive results.

  Melissa De...

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• FP&A in the Turnaround Environment at Sprint

  Wednesday, October 05, 2011
  

  In the tumultuous setting of a business turnaround environment in a hyper-competitive industry, FP&A becomes an especially critical function. Delivering timely, decision-useful management information for each phase of a turnaround - downturn, stabilization, and return to growth – is crucial and guides the organization’s success. Presentation will examine FP&A processes and competencies for each of those phases during Sprint’s recent performance turnaround and plans for future growth.

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• Managing the Appetite for Detail and Resulting Process Complexity Financial Planning

  Sunday, October 02, 2011
  

  Senior business leaders want their operational teams running the business and not consumed by the annual budget process (or longer & shorter term forecasts) for a significant percentage of their time.

  The operational teams agree but feel the C-suite expects them to support their plans and/or provide variance explanations with detailed answers. This presentation will review this issue and how at Best Buy we are working to change planning processes in order to improve the organization’s “Return on Planning Eort,” (while keeping short-term operational forecast...

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