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.

More than 15 years ago, the Harvard Business Review had already declared corporate planning and budgeting as all but dead. “Corporate budgeting is a joke, and everyone knows it,” the business magazine wrote in 2001. The polarizing article generated an enormous reaction. However, little has changed since then.

For many organizations, the strategy gap is a major obstacle that systematically prevents businesses from truly maximizing their Strategic Planning efforts and sustainably creating value for their organization. 

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.