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FP&A Trends

SR 11-7 and Corporate Finance Modelling: Managing Risk and Promoting Success

By Rob Trippe, MBA, Financial Modelling Veteran

Through the financial crisis, the advent of drill down database capabilities and with direction from the Federal government, financial modeling is evolving into both a defined art and science. The idea that financial modeling means one knows Excel and work with numbers has been superseded by a financial model governance framework which requires the proper employment of academic theory, collaborative development, identification and management of risks and controls, and verification of final model output through validation techniques and ongoing monitoring practices.

Reinventing FP&A: The Essential Skill Sets

by Dr. Amarendra Kumar, General Manager of FP&A at  Pyramid Consulting

There is evidence that FP&A interest is growing fast. Each and every day, CFOs feel the pressure building on the finance function to contribute more to business success. Within the CFO’s organization, the responsibility for tracking, assessing and reporting corporate performance normally falls to the Financial Planning and Analysis (FP&A) group.

In reality, FP&A specializes in analyzing and planning for the future, wearing multiple hats and identifying various improvement strategies. A valued FP&A specialist is someone who has the ability to engage with and influence the full breadth of top management – not just CFO – ensuring they have the necessary information. The specialist will explain why the business needs to go towards x, y, z markets and not the a, b, c direction they were planning.

Dr. Amarendra Kumar is currently working in Pyramid IT Consulting Inc, as a General Manager (Finance) and heading profile of Financial Planning,   Analysis & Management Reporting.

Ten FP&A Productivity Hacks

By James Myers, Global Finance Executive and FInance Transformation Consultant

 

James Myers is the founder and CEO of FP&A Strategy Consulting, helping to accelerate finance transformation resulting in smarter organizations that focus their talent on issues that matter.

James is a thought leader in FP&A and has presented at many Finance summits.  He has also held various finance and operations leadership roles in multinationals such as Dell and Nokia and has clients such as Hewlett Packard Enterprise.  James holds advanced degrees in finance and accounting and is a qualified Chartered Accountant.  In his spare time he is also a Co-Program lead for the Silicon Valley Startup Leadership Program and runs the Silicon Valley Power BI User Group.

LinkedInwww.linkedin.com/in/jamesmyersw

 

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Financial Planning and Analytics Transformation in Focus of the Brussels FP&A Board

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

On 16th March 2017 the second meeting of the Brussels FP&A Board, launched in November 2016, took place at the exclusive Business Club van Lotharingen in Brussels. It gathered 25 financial planning and analysis (FP&A) professionals from such companies as ING, J&J, Mastercard, to name but a few. As the mission of the International FP&A Board is to guide the development and promotion of best practices in global FP&A, identify and support new trends, skillsets and innovations, FP&A Analytical Transformation became the primary focus of the discussion in Brussels.

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.

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