The current world is full of dead budgets and unrealistic forecasts, and FP&A teams need to adapt quickly to prepare for the future. At the first Digital Pan-Asian FP&A Board, senior finance practitioners from large organisations shared their insights on a variety of topics.

This article explores to what extent both Lean and Six Sigma can be applicable to FP&A work. Are such techniques still relevant today? The answer is yes.

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.

When talking about performance, FP&A should be putting things into perspective by considering industry, competitors, consumer trends, legislation and the overall economy.

In this article, we will explore the concepts of Zero-Based Budgeting and Zero-Based FP&A. The word “Budget” is not associated with flexibility and dynamics. Zero-Based Budgeting has started to be evolved to “Zero-Based Everything”:

Critical and committed - these are two important qualities for an FP&A professional. How can they be cultivated? Find out in this article.