Error message

Image resize threshold of 10 remote images has been reached. Please use fewer remote images.

FP&A Teams

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.

Top Five Lessons for FP&A Professionals

By Chris Ortega, MBA, Sr. Finance Manager at Emarsys, USA

What ignited this article? I was talking with some upcoming college graduates from a similar background as myself. They were looking to go into corporate finance/financial planning & analysis (FP&A) after graduating from the Kelley School of Business at Indiana University. I shared with them lessons I learned from 10 years in the finance game. Why is this important to you?  In discussing with them and seeing their reaction/feedback it was clear others could see value in my perspective. 

So, here are my Top 5 lessons learned in the first 10 years of my professional career.

Igniting Performance as the CFO: Optimizing and Aligning the Employee Experience with the Customer Experience

By Ernie Humphrey, Treasury Thought Leader, Webinar Guru, Engaging Speaker 

The CEO walks into the CFO’s office and says, “You need to take more ownership of the customer experience and the professional development within and beyond your team.”

Even a few years’ ago many CFOs would have thought, and some still might think, is that the beginning of a joke?  CFOs are not known for superior soft skills or effective collaboration beyond the walls of Finance. However, the challenges and opportunities facing companies are ever evolving and complex, and as such the role of the CFO need to evolve in step for a company to deliver innovation and realize sustainable growth.  

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 Trends TV Series: FP&A Organisational Transformation in Nielsen

In this episode of the FP&A Trends Video Series, Fredrik Hedlund, Europe CFO  at Nielsen, shares his insights on FP&A organisational transformation.  Nielsen Europe completely transformed FP&A in 42 countries of Europe through implementing effective FP&A organisational structure.

Pages