I recently had the honor of moderating a global webinar focused on how Finance leaders can leverage FP&A business partnering to impact performance across the enterprise. The featured speakers delivered nothing short of compelling experiences and insights. Larysa Melnychuk, the founder and managing director of FP&A Trends Group, shared her insights and experiences in moderating International FP&A board seminars across the globe. I doubt anyone has had as much face time with FP&A leaders across the globe than Larysa over the past 4 years. Ander Liu-Linberg shared his experiences and insights relative to the ground-breaking finance transformation that has taken place at Maersk over the past ten years. I wanted to share just a few of the great insights and take-aways they offered to our webinar attendees.
FP&A Business Partnering
On 16th May 2017, 35 senior finance practitioners joined the fourth meeting of the Geneva FP&A Board. The representatives from such leading companies as Duracell, DXC, General Mills, Honeywell, Medtronic, Newell Brands, Nissan, PepsiCo, Procter and Gamble, The Economist, Tesco PLC, etc., gathered to discuss the latest trends in FP&A Business Partnering
In this episode of the FP&A Trends Series, Toby Burton, CFO (Global Circulation) at The Economist Group and a member of the London FP&A Board, shares his insights on how FP&A helps to drive the profits of The Economist’s Circulation business.
This is a great example of how flexible and dynamic FP&A can help organisations to succeed in such quick and competitive business environment.
Toby's personal professional journey and experience as a CFO are the tremendous and very inspirational story: it shows how diversity, great leadership and incredible professional passion can help to excel. On the top of his professional responsibilities at The Economist, Toby is Chair of Royal Association for Deaf people (RAD) in the UK.
--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.
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.