Increasingly, managers are now looking to change the corporate planning process and replace the traditional annual budget with rolling forecasts, 12, 13 or 15 months ahead. What is the reason for this development?
Even if last six years I have been specialized in Data management, I still follow (thanks to FP&A club) developments in FP&A area. While reading some publications on FP&A trends I realized the strong connection between FP&A and Data management topics.
By Karl Kern, Accountant / Lecturer / Writer
Karl Kern has a BBA degree in Accounting from Temple University, and an MBA degree with a concentration in Finance from Babson College. After graduating from Temple University Karl started a career where he has established a reputation as a problem solver. Karl’s reputation as a problem solver is based on his ability to create as well as implement initiatives that have helped organizations increase revenues, decrease expenses, and improve cash flows.Financial Planning is seen as a service however seeing Financial Planning as such limits its value-added capabilities. Financial Planning creates products that help people maximize wealth. There are two products created from Financial Planning for this task.
By Paul Brand, Head of FP&A at ADP UK
Paul is a Fellow with the Association of Chartered Certified Accountants (FCCA) with over 10 years’ experience working in global, multinational, publicly listed companies. While working for household names across industries including Energy and Human Capital Management, Paul has honed and developed his skill set across the full FP&A range; focusing on best in class delivery of budgeting, forecasting, reporting, controlling, strategy, business partnering and decision support.It can be one of the greatest intangibles in the FP&A world – how do you succeed as a business partner?
By Andrew Codd, Founder and Lead Producer The Strength In The Numbers Show
The author Andrew Codd is the producer of the Strength in the Numbers Podcast which interviews real finance practitioners to break down their hard-won lessons and deconstruct their practical methods that work on the job and which you won't typically find in textbooks or exams so that we create more influential finance professionals worldwide who solve meaningful problems for their organisations and in return have fun, rewarding and successful careers in finance. Within any organisation you’ll find some groups of people who are the most well-known and highly valued. Given there are many functions, groups, roles & people within our organisations today how can FP&A become, and be seen to be more valued?
The biggest business issue in the UK is Brexit - and has been since the people’s vote in June 2016. But how can FP&A/finance practitioners get to grips with this massive topic?
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