The Agile approach cannot exist without psychological safety

Agile, an iterative approach to project management and software development, has been at the centre of businesses’ existence for several years. Over time, organisazations have seen this as the next step to long-term success by focussing on small but consumable growth.

Putting the ‘A’ back in FP&A

While financial organisations today devote 10% more resources to financial planning and analysis than 10 years ago, the process has not evolved and has remained relatively static in comparison with the transformation of the industry itself. To improve the way this process is done, the analysis part of it must once again be at the centre of FP&A.

Building an efficient business model canvas

There are two determining factors in sizing up business models, according to Joan Magretta, award-winning contributor to and former strategic editor of the Harvard Business Review.
“When business models don’t work, it’s because the story doesn’t make sense and/or the numbers just don’t add up to profits,” she once stated.

A business model can therefore be defined as a company’s plan and strategy to make a profit. It also helps make clear what products or services the enterprise wants to sell to make a profit as well as making social contributions. Effective business models also help the company to identify the target market, define customer segments, and forecast costs and benefits.