Many organisations over the last few years have been drumming on the need to become more data-driven and more “digital”. This short article looks at what potential implications that has for the Finance and Business Finance / FP&A function in particular.
Amrish Shah
Amrish Shah is a seasoned and senior finance leader with over 20 years of financial management experience in international organisations. Some of the companies he has worked for include Unilever, O'Neill Group, Staples, Royal Wessanen, Kao, EndemolShine.
A qualified management accountant with CIMA, Amrish has held regional finance leadership positions since 2001. He has held both staff and line roles managing teams of up to 40 people and has a clear belief in the value of finance at both strategic and operational levels to the organisation.
In Amrish’s experience, the perception of finance as a backward looking, administrative, reporting and compliance-driven function belongs to the past. Modern finance should have creativity to spur innovation from within and support organisations on their journey towards more sustainable and robust performance management. And this is a journey that Amrish remains excited about every day.
Author's Articles
In this article, we will look at why Financial Planning and Analysis (FP&A) tends not to be involved in Cash Flow and why that can be dangerous and short-sighted.
We will also look at what are some of the key elements of a good Cash Flow-focused mindset that FP&A can develop.
This article focuses on why there is a risk of too much focus on the profit and loss (P&L) or income statement and too little focus on the Balance Sheet among FP&A practitioners.
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.
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