This articles looks into the activities that took place during 10 months during one of my assignments and include several recommendations for anyone who is about to set up a brand-new FP&A department in a company in transition. 

FP&A challenges around leveraging better technology have been well documented but relatively little has been written about the environment that FP&A works within. How that can help FP&A have more impact?

FP&A, technology and best practices are in constant motion. One key item in your FP&A survival toolkit is having professional development and continuing education opportunities. This article will explore the tools, processes and other areas you need.

Just to have some fun I will take the position that some accountants and FP&A specialists are primitive Homo Accounticus. In the evolutionary ladder they can become bean growers. They can add value beyond just reporting to assisting their organization to gain insights and make better decisions.

True Business Partnering starts when the FP&A community fully owns the numbers, completely agrees with them, and publicly endorses them.

Change is inevitable. And a process of change – a story – starts always with a question. Why do FP&A professionals need to ask more effective questions? Where should you start?