White Paper

Has your organisation been left reeling from a failed ERP Implementation? Fortunately, help is at hand.

Millennium Consulting CEO, Phil Keet explains how targeted intervention can remediate what went wrong, ensure a return on sunk cost and revive your ambitions for transformation…

In 2022, some people still regard the world of cryptocurrency as a kind of Financial Wild West: a place where anonymity is the norm, scammers can flourish, and easy wins (or catastrophic losses) can happen overnight.

For others, the arrival of the first digital currency was the most significant fintech development of our generation. Blockchain, the technology that underpins cryptocurrency, is all set to strengthen transparency and financial governance rather than undermining it. And with the number of crypto transactions on the rise, there’s an argument that by ignoring its presence, you are simply handing your competitors an advantage.

The right approach for most UK businesses will probably be somewhere in the middle. Read on to cut through the crypto hype, to understand the up
and coming currencies and trends, and to get a better idea of whether elements of the blockchain/ digital currency landscape may become more relevant to your own business in the near future…

There’s never been a more important time to plan your organisation’s financial future quickly and accurately. With so much uncertainty around, you need to be able to model the financial implications of what-of scenarios quickly.

But many financial planning and analysis functions are held back by outdated processes, systems and mindsets. They’re still acting in pre-Covid ways and need to rapidly re-invent themselves if they’re to survive the crisis and thrive in the strange new world which lies beyond it.

Here are our finance experts’ summaries of the eight most common mistakes that FP&A functions make and how they can avoid them.

Insightful questions to help you benchmark your planning, budgeting and forecasting against best practice.

Download this checklist to discover:

• The folly of focusing on software rather than processes.
• How to be sure you can reveal correlations between key business drivers.
• How to use predictive analytics and multiple ‘What if?’ scenarios to ditch the rear-view mirror approach.
• How to support an agile, collaborative and connected finance department.

Financial Planning and Analysis has had an important seat at the table for some time when it comes to the strategic future of the enterprise.

To discover a roadmap for elevating your teams from Planners to Trusted Advisors, click the link below to download the Unit4 white paper on the subject.

In this white paper, you can learn.

• To make your people key to reconfiguring processes, regardless of IT expertise
• Real-time visibility can power better decision-making
• Automating tasks will improve efficiency
• To make your organisation more agile and adaptive

Read the white paper today to find a better way to work.

The promise of ERP (Enterprise Resource Planning) is a compelling one. Deploy the right solution and it can help deliver a complete view of your business, integrate processes and data, drive efficiency, boost productivity and sharpen your competitive edge.

But as with any major software implementation project, success is not guaranteed. Even a seasoned procurement manager can be captivated by the bells and whistles such as swish visualisations and impressive-sounding AI capabilities, while potentially losing sight of the nuts and bolts: i.e. the ability of the system to meet your real-life business problems.

Read our guide to identifying your best-fit solution for maximum return on investment.

This whitepaper discusses how FP&A teams can harness the power of scenario-based planning to guide business leaders towards making informed decisions that ensure optimal performance during difficult times.

It is the responsibility of the FP&A team to guide business leaders towards making informed decisions that ensure optimal performance during difficult times. In doing so, they must harness the power of scenario-based planning. Below are the critical factors and steps in this process that we will discuss:

• Identifying the key business drivers and critical uncertainties.
• Generating multiple scenarios through decision tree thinking.
• Being mindful of possible cognitive errors and be receptive to the external environment.
• Harnessing the technological tools available to enable real-time planning solutions.

Our “Steering the Ship During Times of Extreme Uncertainty” paper looks at how critical FP&A is as we enter the phase of the unknown during & after COVID-19. It highlights important approaches that may prove valuable to those in FP&A across all verticals.

One of the key factors in successfully navigating through levels of uncertainty is a simple acknowledgment that you don’t know. You don’t know what will happen. You don’t know how long this will last. And you don’t know what the best way to handle it will be.

Therefore, in acknowledgment that we do not know, and fully encouraging alternative views, we attempt to highlight a few approaches that may prove valuable to you. We discuss:

• Dumping your long-term plans.
• Thinking short-term and scenario-based.
• Developing an ‘options’ mindset.
• Communicating and aligning teams.

“The big times are now”. This is how KPMG described the landscape in its June 2021 UK Economic Outlook. Certainly for sectors such as hospitality, leisure and nonessential retail, we seem to be firmly within revenge buying mode as pent-up demand is unleashed.

Here’s a closer look at the forecasts, and at the steps businesses can take to boost their ability to take advantage…