Jack Alexander - Financial Planning & Analysis and Performance Management

1. Chapter 2
2. Chapter 3
3. Chapter 4
4. Chapter 5
5. Chapter 6
6. Chapter 7
7. Chapter 10
8. Chapter 11
9. Chapter 12
10. Chapter 13
11. Chapter 14
12. Chapter 15
13. Chapter 16
14. Chapter 17
15. Chapter 18
16. Chapter 19
17. Chapter 20
18. Chapter 21
19. Chapter 22
20. Chapter 23

1. Chapter 1
2. Chapter 2
3. Chapter 3
4. Chapter 4
5. Chapter 5
6. Chapter 6
7. Chapter 7
8. Chapter 8
9. Chapter 9
10. Chapter 10
11. Chapter 11
12. Chapter 12
13. Chapter 13
14. Chapter 14
15. Chapter 15
16. Chapter 16
17. Chapter 17
18. Chapter 18
19. Chapter 19
20. Chapter 20
21. Chapter 21
22. Chapter 22
23. Chapter 23

A comprehensive work on FP&A and Performance Management, covering fundamental topics through best practices and advanced topics. Terrific framework for assessing, improving and expanding the contribution of FP&A. The accompany website, with models and analysis introduced in the book, provides substantial additional value to finance teams.

Joseph Hartnett, COO and CFO, EventLink, LLC

Financial Planning & Analysis and Performance Management is a musthave reference manual for FP&A and Investor Relations teams. I found this text extremely helpful, with its useful tools for setting strategy and its practical guides to implementing process improvements and to innovating.

Sally J. Curley, CEO, Curley Global IR, LLC and former Senior Vice President, Investor Relations, Cardinal Health, Inc.

The concepts addressed in this book both challenged and inspired our team to reassess and identify the drivers of value in our enterprise, top to bottom. We are using the examples and suggestions contained throughout the book to develop a single page dashboard that will keep us focused on the key elements of our strategic plan, concentrate on the most relevant metrics, and react quickly to any unexpected deviations and opportunities. This book is a must read and will serve as a great resource for future reference.

Paul McGowan, Jr., CPA, CVA, Global Managing Partner, MDD International LTD.

Using decades of experience as CFO and business consultant, Jack Alexander offers a practical guide to bridge the gap between planning and performance. The tools and models in this book will help leverage corporate assets and create shareholder value.

Jennifer Bethel, Professor, Babson College

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Jack Alexander

Copyright 2018 by Jack Alexander. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data is Available

ISBN 9781119491484 (Hardback)

ISBN 9781119491439 (ePDF)

ISBN 9781119491453 (ePub)

Cover Design: Wiley

Cover Image: Lava 4 images | Shutterstock

To my wife Suzanne, for four decades of love, support, and friendship

In the late 1970s, as I was starting my career, I came across an article that identified the traits a chief executive officer was looking for in a chief financial officer. Since I had already set my sights on becoming a CFO, I jotted down the key takeaways from the article, something that I developed a habit of doing over my career and continue to this time. Unfortunately, I did not note the article, publication, or CEO to give them credit here or to recognize the soundness of the points articulated in the article. Here is a copy of my notes, that I have retained to this day:

Each of these recommendations has proven to be true in my experience. Of course, this assumes that financial controls and reporting are also well executed. CFOs and finance teams must be able to develop, evaluate, and assist in achieving planned and forecast results. The phrase dispassionate, hard headed analysis struck and stuck with me. Financial planning and analysis (FP&A) must be impartial and objective. Finance teams must be prepared to identify and expose both problems and opportunities, often in a hardheaded way. CFOs and their teams must strike a balance between focusing on the cost model and directly and indirectly contributing to growth. Kinship refers to a trusted adviser and partner relationship with the CEO. And of course, finance must be viewed as a member of the team, supporting and executing to achieve the organization's objectives.