Change is the new normal. However, it is believed that most complex changes fail to deliver the promised benefits. How can FP&A help organisations navigate through a complex change? Find out the answer in this article.

After spending 15 years in the corporate life holding various finance leadership roles within diversified range of industries and in organizations of different sizes and nature, I have realized that leadership is not about position, it’s all about perspective and our ability to create positive and strong influence within the organization.

Organisations often struggle to find a balance between their long-term strategic objectives and short-term goals. Being a key player in an organization’s strategy setting and budgeting process, FP&A professionals also face this dilemma as a part of their roles.
 

These notes were made during the meeting of the FP&A Board on 16th May 2019 in London.  They are a mixture of comments made by attendees and thoughts of those who presented case studies.

We live in a world of uncertainty.  But in that uncertainty, lies a great deal of opportunity for those organizations capable of successfully executing a winning plan. 

Lately, I’ve noticed a significant uptick in the number of connections I have on LinkedIn who now list Strategic Finance as their primary job description.