FP&A People

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.

I hear you want to be an FP&A professional. Well then you need….

By Amrish Shah, Snr Finance & Operations Director, The Netherlands

Yes, exactly. What does it take to become a good or even great FP&A professional? Beyond the more technical elements required, for example, an affinity with numbers (not unimportant!), with information systems and so forth.

What I want to list is in my experience those QUALITIES that I have found in people who I have worked with, worked for and who have worked for me in an FP&A domain that I found to be particularly effective in driving the FP&A agenda forward within their responsibility domain. I deliberately do not want to use either the word skills nor competencies, as these two words are fraught with misunderstanding and tend to create more confusion then clarity.

Collaborative FP&A - An Oxymoron*?

By  Lisa Turberville, Director of operations at Belk

How many of us, when we are asked to a meeting with someone from FP&A, have rolled our eyes, thrown the head back and done a neck roll to relax the shoulders? Why do we have this over whelming feeling of dread when it comes to meeting with that team?

So what can be done to change the perception of the FP&A practitioners?

Is your FP&A Team Busy with the Right Things?

By Daria Huszar, Founder at 25H DAY, Amsterdam

Less than a quarter of a Financial Analyst’s time is spent with high value-add analysis - this is a finding of a survey run by SAP*. Although the survey is 5 years old, it’s still relevant, the percentage may even have shrunk further as the amount of data to be analysed and reported on keeps increasing.

It’s not to discredit Financial Analysts – in fact, they are among the hardest working people I’ve ever met in my career so far, including being a Financial Analyst myself. It’s just that the odds are stacked against them.

Retaining and Building a Dream FP&A Team! #WeAreTheChampions

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

So, you are a C-suite executive, Vice President, Director, Manager, Senior, or Staff financial professional and you just had a high potential and high-performance team member or members move on to greener pastures.  Or you aspire to be a high potential and high-performance employee and looking for success factors to take your game to the next level.  Well, look no further than this post.  

The goal of this post is to provide my top 5 success factors for retaining and building a FP&A dream team from the perspective of a high potential and high performer (Top Player) and millennial.  Before, I continue let's get this out from tip-off. 

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