Synergistic teams are built by understanding where people best fit into the team. The biggest drivers of productivity have always come when people have purpose and are allowed to be creative.

Defining exactly what Financial planning and analysis (FP&A) does has always been tough. Most people place FP&A in the Office of the CFO, and that makes sense, for many of us have certainly played the role of CFO a time or two, but as business partners, strategists and advisors, that is also not necessarily a perfect fit and as our roles continue to expand to become the central hub of corporate analytic and reporting this categorization may change.

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. 

The world of financial planning and analysis has observed changes of such magnitude that they cannot be described by our traditional statistical and analytical models.

Rolling Forecasts  are an essential tool for financial planning and analysis (FP&A), with a potential to radically transform corporates’ traditional budgeting process. The London FP&A Board of senior practitioners’ most recent meeting focused on why Rolling Forecasts  are ideal for financial planning and analysis (FP&A) professionals.

The concept of a Rolling Forecast is a hot topic in FP&A at the moment. Many companies attempt to implement it, but not all of them are successful. A Rolling Forecast can be a powerful tool for FP&A if used correctly.