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.
In this episode of the FP&A Trends Series, Timo Wienefoet, MD at IMPLEXA GmbH , shares his view of the latest FP&A Trends in Germany. How does financial planning and analysis work in Europe's leading economy, Germany? What needs to be done for a good FP&A practitioner in the digital age?
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.
By Andrew Deichler, Editorial Manager at Association for Financial Professionals
NEW YORK -- About two dozen financial planning and analysis (FP&A) professionals gathered recently for the launch of the New York FP&A Board. The roundtable discussion began with a look at key FP&A trends, with much of the conversation focusing on how FP&A is becoming more strategic and influential across the organization.
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".