FP&A Business Partnering

FP&A Soft Skills: the Differentiator between a Good  and an Effective Business Partner

FP&A Soft Skills: the Differentiator between a Good  and an Effective Business Partner

--Kuala Lumpur, Malaysia

  • In this episode of the FP&A Trends Video Series Hyder Hasan, Global Finance Director at PureCircle and a member of the FP&A Board in Kuala Lumpur (Malaysia), shares his thoughts on the importance FP&A soft skills. The soft skills are the differentiating factor between a good business partner and an effective business partner. 

  • The core point which most of the finance people miss out in a Finance Business Partnering assignment is to take off their FINANCE HAT and wear their BUSINESS PARTNER’S HAT. In a Finance Business Partnering assignment finance people should not consider themselves as part of the Finance department, but part of their business partner’s department. Finance people should take their business partner’s agenda, as their own agenda and their business partner’s targets as their own targets.

FP&A: Technology, Trends & Empowerment

A groundbreaking survey designed to benchmark current and emerging trends relative to how companies are leveraging technology and empowering FP&A professionals to unlock the strategic value of FP&A.

The role of the CFO is changing: It’s moving away from compliance and optimization, towards a more strategic; customer facing disruptive role. But how empowered are their FP&A teams to support them in this new world?
The goals of this survey are to identify and analyze current and emerging trends in modern Financial Planning and Analytics.

FP&A Business Partnering

by Antony Parker, AECOM

Introduction

One important skill finance professionals are never taught during their formal education is the power of personal engagement with operations and using these relationships to deliver bottom line value. There is too much focus on models, processes, procedures and systems without regard to the fact that all these have to be developed, operated and interpreted by people.

I never cease to  be amazed by the number of job ads that contain the title “Business Partner” without the candidate or employer knowing what the term means or understanding the behaviors and competencies  associated with effective business partnering. Many organizations also fail to understand the powerful linkage between partnering and organization performance.  They simply see business partnering as an attempt to convince themselves that by  following latest trends the organization will achieve success.

FP&A Team Building in Focus of the London FP&A Board

By Larysa Melnychuk, Managing Director at FP&A Trends group

On 20th April 2017,  20 FP&A professionals from such companies as Barclays, Coats, the Economist Group, Kraft Heinz, NetApp, Starbucks, Visa, etc., participated in the London FP&A Board meeting. 

The main focus of the interactive discussion in London was Effective FP&A Team Building.  

It is hardly arguable that there are so many requirements to a modern FP&A professional that are difficult to be met by one person, that building effective FP&A teams with complementary skills are seen as the easiest solution under the circumstances. 

How Controlling departments will Evolve in the Digital Age. SBB Cargo Case Study.

By Stefan Spiegel, CFO SBB Cargo AG

Today's controller is confronted with two developments: On the one hand, an increasing usage of mobile applications for all employees, a steady growth of IT-supported operational resource planning systems and the hype towards Big Data result in an increasing volume of direct business information. On the other hand, more and more detailed accounting standards and higher requirements for compliance and governance enforce heavier control activities. In order not to miss the step into an effective business partnering and to be able to co-decide with line managers, however, a new form of tools based on IT developments should focus on business decision-making and deliver direct proposals for taking measures to line managers. It therefore requires new "decision-delivering" instruments as well as customized profiles for the future "Performance Manager".

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