This article summarises the most crucial insights from senior FP&A practitioners who gathered in Seattle on the 24th of May, 2022, to discuss the key lessons learned from the Pandemic for the finance industry.
Dean Sorensen
Management consultant with a unique mix of strategic, financial and operational experience across dozens of manufacturing companies in Consumer Products, Food and Packaged Goods, Automotive, Aerospace, Industrial Products, Chemicals, Steel and High Tech sectors. He helps manufacturers avoid pitfalls that undermine the value of Integrated Business Planning, Sales & Operations Planning, Rolling Forecasts, Digital Transformation, Finance Transformation and Operational Excellence programs.
Author's Articles
The fifth Seattle FP&A Board, which was sponsored by SAP and Robert Half, was devoted to the subject of FP&A Team Building. As FP&A leaders work towards a more effective business partnership, they require effective teams to achieve this goal. But what comprises effective teams? And what roles must people play?
Integrated Financial Planning (IFP) and Integrated Business Planning (IBP) mean different things to different people. Primarily because there is no universal definition of what “fully integrated” processes entail. This article presents a maturity model to explain what it means and the capabilities that comprise it.
Mature driver-based planning models are an essential component of effective rolling forecast processes in complex, global organizations. They provide the foundation for profitable growth by enabling strategy and cost structures to quickly self adjust to changing business objectives and market conditions.
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