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.
Managing a successful FP&A (Finance) department requires balancing the right blend of People, Processes and Technology. Of course, this construct is nothing new, we’ve all heard this many times before.