This month I had the unique opportunity to join 25 finance professionals of the San Francisco FP&A Board to have a robust dialogue on how to build winning FP&A teams.
The fifth Seattle FP&A Board, which was sponsored by SAP and Robert Half, was devoted to the subject of FP&A Team Building. As FP&A leaders work towards a more effective business partnership, they require effective teams to achieve this goal. But what comprises effective teams? And what roles must people play?
In February 2020, the Dubai FP&A Board gathered for the 7th time to discuss the subject of "Building Winning Financial Planning and Analysis (FP&A) Teams". Lukas Herbert, FP&A Director at Takeda Pharmaceuticals, facilitated the meeting.
The 7th meeting of the Brussels FP&A Board took place on 13 February 2020 at the Robert Half Offices in Groot-Bijgaarden. Hans Gobin, International FP&A Board Ambassador, facilitated the meeting for the first time in Brussels. The meeting was sponsored by SAP and Robert Half.
We are all storytellers in a sense but FP&A stories need particular skills to be great. In an era led by technology, data and automation, where do the stories fit? How will the FP&A stories of the future be told? What are the skills needed to be a great FP&A storyteller?
Language is important and the words we use are critical if we don’t want to be misunderstood. Being explicit and specific in the words and sentences we use, will leave less to interpretation and is critical in order to be effective. In this article I analyse three common phrases I hear regularly in the organisations I work with, what I suggest they really mean and how to break through the ambiguity of them.