Ever notice how the personalities and dispositions of animals often resemble humans'? An organisation’s pursuit of adopting FP&A involves personalities of all types. How are they like the creatures that populate our planet? Here is a zoology of analogous types of employees that you might recognise. 

So, you’re a C-suite executive, Vice President, Director, Manager, Senior, or Staff financial professional and a high potential and performance team member or members have left the company. The goal of this blog is to provide 5 success factors for retaining and building a FP&A dream team from the perspective of a high potential and performer millennial.

There’s been a steady move towards having more business partner roles in FP&A, similar to other support functions like IT and HR, but what does this all mean for FP&A?

People are the most expensive asset but they are vital to running a successful business and delivering value. However, few organizations understand the why talent management and retention is important to their bottom line.

Recent trends in FP&A have been to focus on data analytics and driver-based planning to provide better information for business leaders to make decisions. An often-overlooked challenge in transforming financial planning and analysis is the FP&A team’s structure and resource alignment. This article examines how we are transforming the people part of FP&A.

A finance manager is nothing without the team that they work with and that got me thinking about what makes a good finance team and pushes the department forward from being perceived as a ‘bean counters’ and a group of people that are constantly saying no to a real business partner function and being the engine room of any organisation.