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Latest Trends in FP&A - What Are They?

Sydney FP&A BoardBy Anastasia Chechkova, FP&A Trends correspondent

What are the latest FP&A  trends in Australia?  Recently, Larysa Melnychuk, the founder and MD of The International FP&A Board has opened new chapters in Perth, Melbourne and Sydney.

This article gives insights on the latest FP&A trends and challenges:  how they evolve globally and how they are perceived locally, on Australian continent.

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The 2020 CFO- From "Accounting" to "Accountability"

By Ruchi Gupta, Finance Advocate and Consultant at Oracle India Pvt. Ltd

Who is 2020 CFO?

2020 CFO, doesn’t plan, he forecasts continuously and constantly, steering his organization based on current market conditions.

The CFO’s are now moving from accounting to accountability and not just for financial performance, but also for customer centricity, cutting-edge technology, workforce excellence and fostering a high- performance culture. They are the number wizard, the generalist, the performance leader, and the growth champion. They use their talents, experience, and insights to guide major operational and strategic decisions within the company, playing a role even as the external face of the organization.

FP&A Data Visualisation: Does Your Graph Actually WORK?

Randall Bolten, longtime Silicon Valley CFO, author of "Painting with Numbers: Presenting Financials and Other Numbers So People Will Understand You” and adjunct professor at U.C. Berkeley Extension

When the graph is the right way to present your FP&A information, the following  important questions should be asked:

What changes and additions to the graph will help your audience understand its central messages quickly and accurately?

Will visual effects that “beautify” the graph help or hurt that objective?

 

RANDALL BOLTEN grew up in Washington, D.C., the son of a CIA intelligence officer and a history professor. He is passionate about the importance of presenting financials and other numerical information in a cogent and effective way, and in his current life is the author of Painting with Numbers: Presenting Financials and Other Numbers So People Will Understand You (John Wiley & Sons, 2012).

He is a seasoned financial executive, with many years directing the financial and other operations of high-technology companies. His experience includes nearly twenty years as a chief financial officer of software companies.

He has held the CFO position at public companies BroadVision and Phoenix Technologies, and at private companies including Arcot Systems, BioCAD, and Teknekron. Before his CFO positions, he held senior financial management positions at Oracle and Tandem Computers.

He received his AB from Princeton University, headed west to earn an MBA at Stanford University, and ended up staying in Silicon Valley. 

In addition to writing Painting with Numbers, he currently operates Lucidity, a consulting and executive coaching practice focused on organizing and presenting complex financial information. He divides his work time between Glenbrook, NV and Washington, DC, and maintains an office in Menlo Park, CA.

Finding Fractures through FP&A

By Karl Kern, Founder/President, Kern Analytics LLC

The goal of financial management of maximizing shareholder wealth can be assessed through a variety of measurements.  What this variety of measurements may not assess is potential problems in relationships between businesses and stakeholders.  One way to assess potential problems with these relationships is to look for fractures.

This article describes how to identify fractures through FP&A within three elements on the balance sheet.

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Challenges for the 21st Century FP&A: Sense-making and Storytelling

By Steve Morlidge, Business Forecasting thought leader, author of "Future Ready: How to Master Business Forecasting" and  "The Little Book of Beyond Budgeting" 

In this blog,  the author offers his insights on some of the challenges faced by practitioners in making sense of data and communicating it within organisations, and his ideas on how these shortcomings can be overcome. 

A few decades ago everything seemed so straightforward. When it came to planning and controlling businesses annual budgets were the only show in town. Things are very much different now.

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