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FP&A Analytics

FP&A Analytics Maturity: The Results of the Survey

By Larysa Melnychuk, Founder and MD of FP&A Trends Group, and Michael Coveney, Thought-Leader and author in the area of Performance Management.

Undertaken by FP&A Trends Group. Sponsored by prevero.

Organisations are finding it increasingly hard to plan or predict future performance due to the fast pace and complexity engendered by today's global, online business environment.  And yet, within the vast quantities of data. available to management, there are tell-tale trends and correlations that reveal valuable insights to the direction they should take to maximise results.  This revealed knowledge is generally known as 'Business Intelligence' and are discovered through a range of analytic tools typically embedded within business applications for planning and reporting.

In the summer of 2016, the FP&A Trends Group  were asked to undertake a survey of users as to the adoption of analytics and the impact it was having on the organisation.  The survey was sponsored by prevero, a global provider of FP&A analytics technology. This paper outlines the results.  

FP&A Transformation: What to Consider

By Thomas Lundell, Director FP&A at NetApp

For quite some time CFOs and the finance community have been talking about transforming the finance function, becoming better business partners and focusing on the value-add, strategic activities.

At the core of that transformation is FP&A, as activities like business planning, business unit strategy, investment allocation and predictive analytics become important to fulfil finance’s new, expanded position within the company.

Finance Analytical Transformation in Focus of Amsterdam FP&A Board

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

On 14th March 2017 the second meeting of the Amsterdam FP&A Board, launched in October 2016, took place in the Michael Page Office in World Trade Centre, Amsterdam. It gathered over 30 financial planning and analysis (FP&A) practitioners from such companies as ABN AMRO N.V., AkzoNobel, Cargill, Danone, Genpact, Microsoft Netherlands, T-Mobile, 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 Amsterdam.

The four phases of Integrated Business Planning

By Niels Van Hove, Mental Toughness Coach & Supply Chain Consultant 

Integrated Business Planning (IBP) is often seen as a natural progression from Sales and Operations Planning (S&OP), which came to life in the 80’s to align sales and operations. As S&OP found its origin in the supply chain, IBP is often biased with supply chain terminology and reasoning. It can be argued that current IBP development is still driven with a supply chain bias. With this lack of divers thinking, IBP innovation runs the risk of being not truly ‘integrated’.

 

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