FP&A people should develop a good understanding of competitiveness. It is not just about the general concept but the specifics of the company. Financial Planning and Analysis (FP&A) is not the only function concerned, so we should be at least on par with the others and, hopefully, become a vector to improve the common understanding.

 

In this article, the author describes the Systems Thinking approach and shows how it impacted FP&A and Management, referring to his experience in the automotive industry.

The author outlines the essential considerations for successful sustainable growth in this article. She exemplifies her insights with the EY project "Everest" failure.

Getting a good compensation model is a key to attracting and retaining the best talent. But how can companies design the right bonus scheme — so they motivate professionals while protecting profitability? Let's explore the issues. 

Many companies are getting back to the office (or never left), some have already decided to remain fully remote, yet others are trying out a hybrid mode. The only thing in common between them is no one is sure of the best set-up yet. 

Are we missing the opportunity to think broader and bolder? Could we use the learnings we gained so far with remote work to address a well-known problem: the lack of FP&A professionals in the job market?

Starting a business and sustaining one are two very different things that are both essential in their own way. Your accounting team handles the current data of your business while Financial Planning and Analysis enable your foresight and wisdom for what can be done ahead.